Performance Oversight Questions 2017
Deputy Mayor for Planning and Economic Development
Before the Committee on Business Development and Economic Development
1. Please provide, as an attachment to your answers, a current organizational chart for your agency
with the number of vacant and filled FTEs marked in each box. Include the names of all senior
personnel, if applicable. Also include the effective date on the chart.
See attachment Q1.
2. Please provide, as an attachment, a Schedule A for your agency which identifies all employees by
title/position, current salary, fringe benefits, and program office as of January 10, 2017. The
Schedule A also should indicate any vacant positions in the agency. Please do not include Social
Security numbers.
See attachment Q2.
3. Please list all employees detailed to or from your agency, if any. For each employee identified,
please provide the name of the agency the employee is detailed to or from, the reason for the detail,
the date of the detail, and the employee’s projected date of return.
The following employees are detailed from the agency:
– Yonghong Luo has been detailed to the Department of Housing and Community Development since April 25,
2016. Ms. Luo serves as a Resource Specialist for the agency. Ms. Luo assists the agency with creating and
tracking performance metrics as well as creating and maintaining key databases and systems.
– Chanda Washington has been detailed to the Department of Insurance, Securities and Banking since October
17, 2016. Ms. Washington serves as acting Public Information Officer within DISB’s Communication unit. Ms.
Washington supports the agency’s efforts to educate and inform District stakeholders about programs and
products provided. She responds to media inquiries and provides information to residents and business owners.
The following employees are detailed to the agency:
– Kate Hartig is detailed from the Department of Insurance, Securities and Banking since October 17, 2016.
Ms. Hartig serves in the role of Deputy Director of Communications at DMPED. She is responsible for providing
communications and event management support for DMPED and its related initiatives and departments. She
drafts press releases, talking points, memos and social media contact on behalf of the agency.
Deputy Mayor For Planning and Economic Development
Performance Oversight Questions
February 23, 2017
4. (a) For fiscal year 2016, please list each employee whose salary was $110,000 or more. For each
employee listed provide the name, position title, salary, and amount of any overtime and/or bonus
pay.
Name
Title
Salary
Overtime/Bonus Pay
Kenner, Brian T.
Deputy Mayor
$ 195,700.00
N/A
Longstreet, Susan C.
General Counsel
$ 180,250.00
N/A
Akyereko, Beth-Sherri T
ATTORNEY ADVISOR
$ 163,502.00
$ 3,174.80 (bonus pay)
Lewis, Curtis Jerome
Agency Fiscal Officer
$ 154,592.00
N/A
Castor, Jennifer M.
Deputy General Counsel
$ 149,350.00
N/A
Trueblood, Andrew T
CHIEF OF STAFF
$ 144,200.00
N/A
McDonald, Jacqueline
Contract Compliance Officer
$ 142,797.14
N/A
Olpadwala, Sarosh
Director, Real Estate
$ 139,050.00
N/A
Alberta, Mark E
Attorney Advisor
$ 139,013.00
$ 2,699.26 (bonus pay)
Reyes, Ana
FINANCIAL MGR
$ 137,006.00
N/A
Buell, Catherine V.
Supervisory Project Manager
$ 131,127.24
N/A
Gada, Ketan
Supervisory Project Manager
$ 131,092.27
N/A
Donald, Odie
Workforce Investment Manager
$ 128,879.00
N/A
Combal, Martine
Supervisory Project Manager
$ 128,750.00
N/A
Woods, Karima M.
Director of Business Development
$ 127,000.00
N/A
Rodgers, Anginetta
Supervisory Project Manager
$ 126,690.00
N/A
Beltran, Xavier
Attorney Advisor
$ 124,749.00
$ 2,422.30 (bonus pay)
Stucker Jr., Gilles A.E.
Project Manager
$ 123,130.18
N/A
Sharif Shaarawy
Project Manager
$ 122,563.00
N/A
Clarke, Randall
Special Assistant
$ 121,540.00
N/A
Surabian, Jay A
Attorney Advisor
$ 121,183.00
$ 2,353.06 (bonus pay)
Johnson, Gregory A
PROJECT MANAGER
$ 119,811.00
N/A
Lapan, Joseph P.
Project Manager
$ 119,341.70
N/A
Liggins, William
Dir. Revenue Bond-Enterprise
$ 119,175.00
N/A
Carney, Sharon
Supervisory Project Manager
$ 118,450.00
N/A
McHale, Aimee
Project Manager
$ 116,320.00
N/A
2
Deputy Mayor For Planning and Economic Development
Performance Oversight Questions
February 23, 2017
Howard, David
Project Manager
$ 115,391.97
N/A
Washington, Chanda J.
Public Information Officer
$ 114,736.34
N/A
Bleyer, Marc E
Project Manager
$ 110,874.00
N/A
Abbasi, Ayesha
Attorney Advisor
$ 110,485.00
N/A
(b) For fiscal year 2017, please list each employee whose salary is or was $110,000 or more. For each
employee listed provide the name, position title, salary, and amount of any overtime and/or bonus pay as of
the date of your response.
Name
Title
Position
Overtime/
Bonus Pay
Kenner, Brian
Deputy Mayor
$ 201,571.00
N/A
Longstreet, Susan
General Counsel
$ 192,867.50
N/A
Akyereko, Beth-Sherri
ATTORNEY ADVISOR
$ 168,403.00
N/A
Lewis, Curtis Jerome
Agency Fiscal Officer
$ 163,878.00
N/A
Castor, Jennifer
Deputy General Counsel
$ 159,804.50
N/A
Trueblood, Andrew
CHIEF OF STAFF
$ 154,500.00
N/A
Olpadwala, Sarosh
Director, Real Estate
$ 151,815.00
N/A
McDonald, Jacqueline
Contract Compliance Officer
$ 147,081.05
N/A
Alberta, Mark
Attorney Advisor
$ 145,755.00
N/A
Reyes, Ana
FINANCIAL MGR
$ 145,007.00
N/A
Gada, Ketan
Supervisory Project Manager
$ 135,025.04
N/A
Fisher, Edward
Special Assistant
$ 131,325.00
N/A
Beltran, Xavier
Attorney Advisor
$ 130,855.00
N/A
Woods, Karima
Director of Business Development
$ 130,810.00
N/A
Stucker Jr., Gilles
Project Manager
$ 130,681.25
N/A
Rodgers, Anginetta
Supervisory Project Manager
$ 130,490.70
N/A
Surabian, Jay
Attorney Advisor
$ 127,115.00
N/A
Bleyer, Marc
Supervisory Project Manager
$ 125,620.24
N/A
Clarke, Randall
Special Assistant
$ 125,186.20
N/A
3
Deputy Mayor For Planning and Economic Development
Performance Oversight Questions
February 23, 2017
Johnson, Gregory
PROJECT MANAGER
$ 123,403.00
N/A
McHale, Aimee
Project Manager
$ 123,403.00
N/A
Lapan, Joseph
Project Manager
$ 122,921.95
N/A
Liggins, William
Dir. Revenue Bond-Enterprise
$ 122,750.25
N/A
Corneal, Mark
Project Manager
$ 120,335.00
N/A
Abbasi, Ayesha
Attorney Advisor
$ 119,635.00
N/A
Combal, Martine
Supervisory Project Manager
$ 119,591.00
N/A
Howard, David
Project Manager
$ 118,853.73
N/A
Carney, Sharon
Supervisory Project Manager
$ 118,450.00
N/A
Washington, Chanda
Public Information Officer
$ 118,178.43
N/A
White, Timothy
Deputy Chief of Staff
$ 116,699.00
N/A
Abernathy, Malaika
Project Manager
$ 114,199.00
N/A
Wilson, Ingrid Penelope
Executive Assistant
$ 114,199.00
N/A
McPeek, Joaquin
Communications Director
$ 111,394.50
N/A
Cook, Sybongile
Project Manager
$ 111,131.00
N/A
5. Please list, in descending order, the top 25 overtime earners in your agency for fiscal year 2016.
For each, state the employee’s name, position or title, salary, and aggregate overtime pay.
Name
Title
Salary
Overtime
Bekele, Tsegazeab
Special Assistant
$ 87,550.00
$ 1,852.02
Yoshino, Keiko
Legislative Specialist
$ 81,209.00
$ 273.30
Whittaker, Marie
Program Analyst
$ 88,814.00
$ 40.26
6. For fiscal years 2016 and 2017 (to date), please provide a list of employee bonuses or special award
pay granted that identifies the employee receiving the bonus or special pay, the amount received,
and the reason for the bonus or special pay.
None
4
Deputy Mayor For Planning and Economic Development
Performance Oversight Questions
February 23, 2017
7. For fiscal year 2017 (to date), please list each employee separated from the agency with separation
pay. State the amount and number of weeks of pay. Also, for each, state the reason for the
separation.
None
8. For fiscal years 2016 and 2017 (to date), please state the total number of employees receiving
worker’s compensation payments.
None
9. For fiscal years 2016 and 2017 (to date), please list, in chronological order, all intra-District
transfers to or from the agency.
Code
Agency
FROM
TO
Description of Services
FY16
EN0
TO0
BE0
Dept. of Small & Local Business
Development
35,000
Kennedy Street Feasibility Study
Office of the Chief Technology
Officer
43,585
RTS Telecommunications Allocation
Dept. Of Human Resources
Capital City Fellows
56,349
AM0
Dept. of General Services
Grimke School Remediation and Stabilization
126,104
EN0
AM0
Dept. of Small & Local Business
Development
CUBA/DC Diplomacy (Travel Costs)
44,000
Dept. of General Services
39,358
KT0
Dept. of Public Works
Ft Washington (McMillan Sand Filtration)
Grounds Maintenance
Fleet Maintenance
9,615
PO0
Office of Contracting & Procurement
Purchase Card Advance
157,509
JR0
Office of Disability Rights
Sign Language Interpretation Services
3,800
AA0
Office of the Mayor
Collaboration Support Services (EOM)
6,000
CF0
PO0
CF0
Dept. of Employment Services
29,873
Purchase Card Advance/Workforce Investment
Council (WIC)
7,110
Purchase Card Advance/ Walter Reed Medical
Center
Office of Contracting & Procurement
Dept. of Employment Services
420,295
Workforce Investment Council (WIC)
5
Deputy Mayor For Planning and Economic Development
Performance Oversight Questions
February 23, 2017
CF0
Dept. of Employment Services
500,000
Workforce Intermediary
FA0
Metropolitan Police Department
19,526
China Travel (2) officers from Mayor's Detail
FY16 TOTAL
$ 939,821
$558,302
FY17
PO0
Office of Contracting & Procurement
8,191
RTS Telecommunications Allocation
PO0
Office of Contracting &
Procurement
40,000
Purchase Card Advance
KT0
Dept. of Public Works
13,089
Fleet Maintenance
EM0
Deputy Mayor for Greater Economic
Opportunity
FY17 TOTAL
1,186,095
$1,186,095
Workforce Investment Council Grants Assistance
MOU
$ 61,280
10. Please list, in chronological order, every reprogramming of funds into and out of the agency for
fiscal years 2016 and 2017 (to date). Include a “bottom line” that explains the revised final budget
for your agency. For each reprogramming, list the reprogramming number, the date, the amount,
and the rationale.
Date
Fund Number
Amount
Description
1/18/17
8200
1,423,100.00
Modification for grant Market Pier Docks at the Wharf
1/18/17
8200
1,167,586.00
Modification for grant Yards Marina Development
1/18/17
8200
100,000.00
Modification for grant Washington Channel Mooring Field
1/24/17
8200
55,135.00
Modification for grant Walter Reed AMC
11/15/16
0632
1,700,000.00
Baneker Steps Paygo reverse reprogramming
11/8/16
1000
94,502.00
Reprogramming from NPS to PS to fund Budget Analyst position
11/8/16
1000
19,562.00
Reprogramming from NPS to PS to fund Budget Analyst position
11/8/16
1000
(36,064)
Reprogramming from NPS to PS to fund Budget Analyst position
11/8/16
1000
(78,000)
Reprogramming from NPS to PS to fund Budget Analyst position
10/5/16
1000
300,000.00
Operating cost of capital for the Crummell School
1/26/17
0609
737,570.00
Industrial Revenue Bonds for Cardozo and Powell school
6
Deputy Mayor For Planning and Economic Development
Performance Oversight Questions
February 23, 2017
11. For fiscal years 2016 and 2017 (to date), please identify any special purpose revenue funds
maintained by, used by, or available for use by your agency. For each fund identified, provide: (1)
the revenue source name and code; (2) the source of funding; (3) a description of the program that
generates the funds; (4) the amount of funds generated annually by each source or program; and
(5) expenditures of funds, including the purpose of each expenditure.
Fund
No.
632
Name of
Fund
Economic
Development
Special
Account
Authority
to Charge
Fee
Authority
to
Dedicate
§ 21225.21
§ 21225.21
Source of
Funding
(1) all operating
funds transferred
from the AWC
and NCRC, (2) all
fees, revenues,
and other income
arising from real
property or other
assets formerly
under the
authority of the
AWC and NCRC,
or any of their
subsidiaries, (3)
funds authorized
by an act of
Congress,
reprogramming,
or intra-district
transfer to be
deposited into the
account, (4) any
other monies
designated by law
to be deposited
into the account,
and (5) interest
earned on money
deposited into the
account.
7
Program
Description
Generating
Funds
This fund is used
to finance the
costs of operating
and administering
properties and
programs under
the authority of
the Deputy Mayor
for Planning and
Economic
Development,
including (1)
properties and
programs
formerly
administered by
the Anacostia
Waterfront
Corporation
(AWC) and the
National Capital
Revitalization
Corporation
(NCRC), and (2)
economic
development
assistance
programs,
including the
provision of
grants, loans, and
credit support or
enhancement.
Generated
Annually
Expenditures
FY 2016 :
Professional
Services =
$673058
FY 2016:
$21,190,46,
FY 2017
(YTD):
$ 1,915,486
Grants =
$8,157,967
Total
$8,831,025
FY 2017:
Grants =
$ 1,216,265,
Total
$ 1,216,265
Deputy Mayor For Planning and Economic Development
Performance Oversight Questions
February 23, 2017
419
609
H Street
Retail
Priority
Area Grant
Fund
Industrial
Revenue
Bond
Special
Account
§ 1325.172
§ 47340.20
§ 1325.172
§ 47-131
and
§§ 47340.21 47-340.23
The Fund will
receive
incremental real
property tax
revenue of as
much as $5
million annually
and $25 million in
the aggregate. The
incremental real
property tax
revenue is the
amount by which
the annual real
property tax
generated by the
H Street, N.E.,
Retail Priority
Area exceeds the
real property tax
revenue collected
in that area during
fiscal year 2007.
The revenue
comes from fees
assessed by the
Mayor for the
provision to any
private entity of
loans, grants,
credit support,
revenue bonds,
notes or other
obligations
pursuant to
federal law or
regulations, or
any act or
resolution of the
D.C. Council.
8
This fund is
intended to (1)
reimburse the
District’s general
fund for tax
abatements
provided to
Stueart
Investment
Companies, the
development
sponsor of the
“Third & H
Streets, N.E.
project,” and (2)
finance grants to
retail developers
in the “H Street,
N.E., Retail
Priority Area.”
This fund is
intended to “pay
the costs of
operating and
administering
economic
development
programs,
including the
provision of credit
support or
enhancement,
loans, grants,
contracts, and the
implementation of
other initiatives”
providing
financial
assistance to
support economic
development.50
Money deposited
in the fund is
allocated annually
to the Office of
the Deputy Mayor
for Planning and
Economic
Development in
an amount equal
to the total
deposits and
earnings that
accrued in the
prior fiscal year.
FY 2016:
$ 10,183,302
FY 2016:
Grants
$ 4,804,820,
FY 2017
(YTD):
$0
FY 2017:
Grants
$ 29,776
FY 2016 Personnel
Services =
$ 789,810
Professional
Services =
$ 562,473
FY 2016:
$ 1,479,620
FY 2017
(YTD):
$ 494,477
Equipment =
$5,000
Total $
1,357,283,
FY 2017 –
Personnel
Services $ 257,732
Professional
Services $40,000
Total $
297,732
Deputy Mayor For Planning and Economic Development
Performance Oversight Questions
February 23, 2017
616
617
Walter Reed
Redevelopm
ent Fund
Walter Reed
Reinvestmen
t Fund
§471005.01
NA
§471005.01
NA
TPWR Developer
LLC and any
successor or
assign of the
same, who is the
master tenant
responsible for
possessory
interest taxes as
assessed by the
District under ,
approved by the
Mayor
Walter Reed
Reinvestment
Fund - A nonlapsing fund to
collect possessory
interest tax for the
Walter Reed site.
Funds will be
used to provide
grant assistance to
the Master
Developer for predevelopment
activities
The Reinvestment
Fund will hold the
one percent
administration fee
and any other
payments that
may come to the
District from the
sale or lease of the
property. The
District will lease
the property to
TPWR Developer,
LLC
(“Developer”) for
$25 million. The
Developer is
obligated to pay
this amount over
eight years
beginning FY17
This account will
be available to use
at the site for
construction and
demolition,
landscaping, and
planning and
marketing of the
redevelopment.
After seven years,
the District must
remit any unspent
money, in the
Reinvestment
Fund to the Army.
Payments in the
Reinvestment
Fund that come
after the sevenyear reinvestment
period will remain
with the District.
9
FY 2016: $0
FY 2016: $0
FY 2017
(YTD): $0
FY 2017
(YTD): $0
FY 2016: $0
FY 2016: $0
FY 2017
(YTD): $5M
FY 2017
(YTD): $0
Deputy Mayor For Planning and Economic Development
Performance Oversight Questions
February 23, 2017
12. Please list all memoranda of understanding (MOU) either entered into by your agency or in effect
during fiscal years 2016 and 2017 (to date). For each, describe its purpose, indicate the date
entered, and provide the actual or anticipated termination date.
Date of
MOU
Seller Agency
Buyer
Agency
Amount of
MOU
Purpose
Termination
Date (actual or
anticipated)
12/1/2015
DCHR
DMPED
$
56,348.50
Recruitment services for a
DMPED Fellow
9/30/2016
10/1/2015
MPD
DMPED
$
20,625.20
Travel arrangements for
Executive Protection Unit
Officers
9/30/2016
12/21/2015
WMATA and DGS
DMPED
$ 361,956.00
Closeout costs for MinnesotaBenning Station parking
garage
9/30/2016
7/25/2016
Wash. Convention and
Sports Authority
DMPED
$
Reimbursement for the St.
Elizabeths Entertainment
Sports Arena (ESA) project
11/30/2016
9/29/2015
Wash. Convention and
Sports AuthorityEventsDC
DMPED
$ 343,000.00
Operation of Gateway DC as a
special events venue
9/29/2016
10/28/2016
DCHA
DMPED
$6,263,853.00
Predevelopment funding in
support of Barry Farms and
New Communities Initiative
9/30/2017
12/14/2016
DDOT
DMPED
$5,932,394.00
Hill East project services
9/30/2017
10/1/2016
DCHR
DMPED
$
Instructor led training related
to the Executive Leadership
program for Senior Executives
9/30/2017
1/27/2017
Deputy Mayor for Greater
Economic Opportunities –
Workforce Investment
Council
DMPED
$1,186,095.00
Provide contracts,
procurement and grant
assistance to the Workforce
Investment Council (WIC)
1/26/2018
50,000.00
12,000.00
13. D.C. Law requires the Mayor and the Chief Financial Officer to submit to the Council,
simultaneously with a proposed budget submission, actual copies of all agency budget
enhancements requests, including the “Form B” for all District agencies (See D.C. Code § 47318.05a). In order to help the Committee understand agency needs, and the cost of those needs for
your agency, please provide, as an attachment to your answers, all budget enhancement requests
submitted by your agency to the Mayor or Chief Financial Officer as part of the budget process for
fiscal years 2016 and 2017.
DMPED is working with the Mayor’s Budget Office on developing our budget. Budget enhancement requests for
recent past fiscal years are being reviewed as part of this process. We will be happy to share the Mayor’s FY18
budget, including our agency’s budget enhancements, once it has been submitted to the Council.
10
Deputy Mayor For Planning and Economic Development
Performance Oversight Questions
February 23, 2017
14. Please list each grant or sub-grant received by your agency in fiscal years 2016 and 2017 (to date).
List the date, amount, purpose of the grant or sub-grant received, and explain how the grant is
allocated if it is a multi-year grant.
Grant Name/ Purpose of
Grant
Grant Period
SOAR
Grant
Number
Walter Reed planning
assistance to reuse site
December 1, 2016
to November 30,
2017
CL0682
The Yards Marina
Development at the Wharf
May 1, 2015 to
December 31,
2017
MARINA
Boating Infrastructure,
Market Pier Docks at the
Wharf
October 1, 2014 to
September 30,
2017
Washington Channel
Mooring Field - Phase I, at
the Wharf
COMMUNITY
DEVELOPMENT BLOCK
GRANT
FY16
Amount
FY 17
Amount
Type of Grant
Allocation
707,165.17
Walter Reed legal fees,
surveying and site work
-
1,167,586
Sub grant to Developer
00BOAT
-
1,423,110
Sub grant to Developer
April 1, 2015 to
March 31, 2018
00WCMF
-
100,000
Sub grant to Developer
October 1, 2016 to
September 30,
2017
11CDBG
-
1,104,460.06
DCHC uses the funds
for CDBG eligible
expenditures
508,212.31
Total Amount
508,212.31
4,502,321.23
15. Please list all currently open capital projects for your agency as of the date of your response,
including those projects that are managed or overseen by another agency or entity. Include a brief
description of each, the total estimated cost, expenditures to date, the start and completion dates,
and the current status of the project. Also, indicate which projects are experiencing delays and
which require additional funding.
Project Title
Description
Current
Status
Budget
Expenditures
to Date
Start
Date
Completion
Date
Add.
Funding
Needed
McMillian Site
Redevelopment
McMillan is divided into
seven distinct Parcels.
Parcel 1 is located at the
north portion of the
property and will be
improved with a healthcare
facility with ground- floor
retail and a park above a
preserved water filtration
cell. A mixed-use, multiunit residential building
will be on Parcel 2 with
ground-floor retail. A
mixed-use commercial
building will be developed
on Parcel 3 with healthcare
In
Negotiation/
Preservation
work
underway
$63,192,364
$11,242,481.33
Q1
2017
Q4
2033
Working
with
Mayor’s
office of
Budget and
Finance to
determine
appropriate
level of
resources.
11
Deputy Mayor For Planning and Economic Development
Performance Oversight Questions
February 23, 2017
uses and ground-floor
retail. Parcel 4, fronting on
North Capitol Street at the
center of the property will
be developed with a
mixed-use, multi-family
residential building with a
ground floor grocery store.
Approximately 146
individual row dwellings
are proposed for Parcel 5.
The south one-third of the
property, known as Parcel
6, will be developed as an
eight acre park including a
6.2 acre green space, a
community center
building, and the South
Service Court comprised
of historic structures to be
retained and restored.
Lastly, the North Service
Court, also known as
Parcel 7 and located
immediately south of
Parcel 1, will be comprised
of retained and restored
historic resources.
Skyland
Shopping
Center
The Skyland project is
geared to promote
neighborhood
revitalization and
economic growth on an
18-acre site located in
Ward 7 at the intersections
of Good Hope Road,
Naylor Road, and Alabama
Ave SE. The potential of
this site is significant, due
to its prominent location,
the considerable land area
available for
redevelopment, and the
resources and public
benefits the project would
provide to the
neighborhood. Plans for
Skyland call for a
combination of highquality, large format
national-brand retailers
and neighborhood serving
shops and restaurants. The
project will also include
468 units of housing.
Under
Construction
$3,750,000
-
Q4
2016
Q4
2026
No
St. Elizabeths
East Campus
Infra-structure
St. Elizabeths East
Campus has an approved
master plan and zoning for
over 5 Million square feet
of development consisting
of proposed new buildings
and the adaptive reuse of
Under
Construction
$254,150,000
$38,234,368.36
Q4
2017
Q4
2018
Working
with
Mayor’s
Office of
Budget and
Finance to
determine
12
Deputy Mayor For Planning and Economic Development
Performance Oversight Questions
February 23, 2017
historic buildings. To
assist in achieving the
redevelopment of the East
Campus, the Deputy
Mayor for Planning &
Economic Development
(DMPED) prepared a
master development plan,
concept infrastructure
plan, and subsequently
procured engineering
services from CH2M to
develop preliminary (30%)
plans to District
Department of
Transportation (DDOT)
standards, completed in
November 2013 for stage 1
of the infrastructure
improvements. DGS has
since had CH2M develop
intermediate (65%) plans
for the Stage 1 Phase 1
infrastructure
improvements.
Walter Reed
Develop-ment
The site formerly known
as the Walter Reed Army
Medical Center, a Base
Realignment and Closure
Act (BRAC) property was
declared surplus in 2009
by the U.S. Army. The
District negotiated the
boundaries with the Army
and the Department of
State in 2011, which
allowed the District’s
Local Redevelopment
Authority (LRA) to
complete a Reuse Plan and
a concurrent Small Area
Plan. The District released
a solicitation for a Master
Developer in January 2013
yielding nine responses. In
November 2013 the
project was awarded to the
Hines-Urban AtlanticTriden joint venture. The
District is currently
negotiating with the
Master Development team.
Project Redevelopment
Plans: The redevelopment
plan was developed over a
multi-year, community
planning process that
informed the federally
mandated Base Reuse Plan
as well as the local
requirements necessary to
rezone the site through a
Small Area Plan (SAP).
appropriate
level of
resources
Under
Construction
$41,138,335
13
$12,435,932.56
Q1
2017
Q4
2036
Working
with
Mayor’s
Office of
Budget and
Finance to
determine
appropriate
level of
resources
Deputy Mayor For Planning and Economic Development
Performance Oversight Questions
February 23, 2017
Both planning initiatives
support a redevelopment
plan includes 66.57 acre,
3.1M SF of mixed-use
redevelopment including
approximately 2,100
residential units (432
affordable), 2 charter
schools, a town center with
a large-format grocer and
neighborhood serving
retail, accommodations for
homeless veterans and
seniors, a non-emergency
ambulatory care clinic,
preservation of many
historic buildings and 14
acres of open space.
Conveyance Details:
Through an Economic
Development Conveyance,
the District has acquired
title to the land from the
US Army and also
effectuated a 29-year
ground lease with the
developer at closing. Fee
transfers to component
developers will take place
in phases over the lease
term.
New Communities
Lincoln
Heights/
Richardson
Dwellings
Temple Courts/
NWI
Redevelopment
Hayes Street
NE
Barry Farms,
Park Chester
Wade Road
Park Morton
Redevelopment
The New Communities
Initiative (NCI) is a
District government
program designed to
revitalize severely
distressed subsidized
housing and redevelop
neighborhoods into vibrant
mixed-income
communities. The
Initiative includes four
neighborhoods in the
District of Columbia:
Barry Farm in Ward 8,
Lincoln Heights Richardson Dwelling in
Ward 7, Northwest One in
Ward 6, and Park Morton
in Ward 1. The New
Communities Initiative is
funded through public
bond financing that allows
the District to leverage
funding for development
projects.
-
294,350,009.78
$45,176,266.98
Various
-
2,199,689.96
-
50,967,005.12
-
1,587,125.90
-
31,485,418.79
-
796,910.76
-
-
$154,571.32
-
Strand Theater
Fort Lincoln
New Town
Development
Storm water pond at Fort
Lincoln
Complete
14
Q4
2009
Q4
2026
Yes
Q3
2011
Q4
2016
No
Deputy Mayor For Planning and Economic Development
Performance Oversight Questions
February 23, 2017
DC Water New
Facility
The Project consists of the
disposition of four parcels
at The Yards to Forest City
Washington for high-rise,
mixed-use development.
The disposition requires
the relocation of DC Water
facilities that currently
occupy the waterfront site.
Predevelopment
$39,800,000
$1,583,784.07
Q3
2017
Q4
2020
No
Hill East
Development Program: 344 apartment units (104
affordable) - 33,517 sq. ft.
retail - 165 parking spots
for retail and apartments Green space: Community
Village Square
Predevelopment
$22,132,393.73
-
Q1
2018
Q4
2019
Working
with
Mayor’s
Office of
Budget and
Finance to
determine
appropriate
level of
resources
Poplar Point
Poplar Point is 130 acres,
mostly under National
Park Service jurisdiction,
containing NPS and US
Park Police facilities and
60-acres of managed
meadows, scrub-shrub
vegetation and wetlands.
DMPED is supporting
environment review
processes currently.
Planning
26,574,489
212,124.85
TBD
TBD
Working
with
Mayor’s
Office of
Budget and
Finance to
determine
appropriate
level of
resources
Construction
Redevelopment
These line items are for
historic preservation and
asset stabilization for
District assets in DMPED's
portfolio.
Planning
$22,100,000
-
TBD
TBD
$5,856,020
5,730,000
$14,177,473.77
$13,692,473.48
Working
with
Mayor’s
Office of
Budget and
Finance to
determine
appropriate
level of
resources
Howard Theatre
Economic
Development
Pool
16. Please list all pending lawsuits that name your agency as a party. Please identify which cases on the
list are lawsuits that potentially expose the city to significant liability in terms of money and/or
change in practices. The Committee is not asking for your judgment as to the city’s liability;
rather, we are asking about the extent of the claim. For those claims identified, please include an
explanation about the issues for each case.
DMPED is not named as a party in any pending lawsuits, but has litigation involving projects in our portfolio. We
are working closely with OAG who is leading the District’s representation.
Eastern Market Metro Community Association, et Al v. District of Columbia, Docket No. 2014 CA 005768
(Pending before the Superior Court for the District of Columbia Civil Division) This case presents no significant
liability or exposure to the District. The plaintiffs seek a declaratory judgment, injunction and attorneys’ fees. The
central issue in this case is whether DMPED is legally required to post copies of LDAs and other executed
documents on its website. The District’s response is being handled by the Office of the Attorney General.
15
Deputy Mayor For Planning and Economic Development
Performance Oversight Questions
February 23, 2017
Friends of McMillan Park Inc., v. District of Columbia, Docket No. 2016 CA 002373 B (Pending before the
Superior Court for the District of Columbia Civil Division). The case presents no significant liability or exposure
to the District. The plaintiff is seeking declaratory judgment, injunction, and attorney’s fees. The central issue in
this case is whether DMPED must release withheld documents under the Freedom of Information Act, D.C.
Official Code §§ 2-531-539, which DMPED has asserted exempt under D.C. Official Code § 2-534. The
District’s response is being handled by the Office of the Attorney General.
17. (a) Please list and describe any investigations, studies, audits, or reports on your agency or any
employee of your agency that were completed at any time in fiscal years 2016 or 2017 (to date).
DC Auditor’s review of documents evidencing the expenditure of District funds on pre-development costs and the
designation of Vision McMillan Partners as the exclusive developer for the McMillan site. ODCA letter with
finding issued to Council on October 19, 2015.
August 1, 2016 the District of Columbia Auditor released an audit examining whether District Agencies provide
sufficient oversight of private development projects and whether they have collected potentially significant fines.
(b) Please list and describe any ongoing investigations, audits, or reports of your agency or any
employee of your agency.
None.
18. Please list, in chronological order, all employee grievances filed against your agency in fiscal years
2016 and 2017 (to date). Also, list any earlier grievance that is still pending in any judicial forum.
For each, give a brief description of the matter as well as the current status.
None.
19. In table format, please list the following for fiscal years 2016 and 2017 (to date) regarding the
agency’s use of SmartPay (credit) cards for agency purchases: (1) individuals (by name and
title/position) authorized to use the cards; (2) purchase limits (per person, per day, etc.); and (3)
total spent (by person and for the agency).
Agency Purchase Card Holder Information
Fiscal Year
Card Holder
Purchase Card Limit
Total Expenditure
FY16
David Howard
$20,000 per month, $5,000 per transaction
$77,272.96
FY16
Stanley Jackson
$20,000 per month, $5,000 per transaction
$6,512.90
FY16
James Parks
$20,000 per month, $5,000 per transaction
$15,718.12
FY16
Tracey Trabue
$20,000 per month, $5,000 per transaction
$93,342.96
Total FY16
$192,846.94
$20,000 per month, $5,000 per transaction
$10,670.01
FY17
David Howard
16
Deputy Mayor For Planning and Economic Development
Performance Oversight Questions
February 23, 2017
FY17
Stanley Jackson
$20,000 per month, $5,000 per transaction
$4,007.53
FY17
James Parks
$20,000 per month, $5,000 per transaction
$1,904.99
FY17
Tracey Trabue
$20,000 per month, $5,000 per transaction
$18,398.71
To Date FY17
$34,981.24
20. In table format, please provide the following information for fiscal years 2016 and 2017 (to date),
regarding your agency’s use of cellular phones and mobile devices: (1) individuals (by name and
title/position) authorized to carry and use such devices; (2) total annual expense (FY) for each
individual’s use; and (3) justification for such use (per person). If the list is more than one page in
length, you may provide it as an attachment.
See attachment Q20.
21. (a) Does your agency have or use one or more government vehicle? If so, for fiscal years 2015 and
2016 (to date), please list any vehicle the agency owns. You may group the vehicles by category
(e.g., 15 sedans, 33 pick-up trucks, three transport buses, etc.).
Vehicle #1: Minivan
Year, Make & Model: 2013 Dodge Caravan SE
Leased/Owned: Leased
Tag Number: DC 9457
Vehicle #2: Sedan
Year, Make & Model: 2013 Toyota Corolla
Leased/Owned: Leased
Tag Number: DC 9805
Vehicle #3: Minivan
Year, Make & Model: 2015 Dodge Caravan SE
Leased/Owned: Leased
Tag Number: DC 11178
(b) Please list all vehicle accidents involving your agency’s vehicles for fiscal years 2015, 2016, and
2017 (to date). Provide: (1) a brief description of each accident; (2) the type of vehicle involved; (3)
the justification for using such vehicle; (4) the name and title/position of the driver involved; and
(5) whether there was a finding of fault and, if so, who was determined to be at fault.
There has been one (1) vehicle accident associated with DMPED fleet vehicles during FY 2016. David Howard,
Office Manager, was driving fleet vehicle number DC 9457 on June 30, 2015 at the time of the accident. While
driving the fleet vehicle, Mr. Howard switched lanes from the right lane to the center lane to pass a vehicle that
was stopped in the right lane and blocking forward progress. Upon doing so, Mr. Howard, came into contact with
another vehicle, already in the center lane, causing damage to that vehicle as well as the fleet vehicle. The other
vehicle was in the blind spot of the fleet vehicle and Mr. Howard did not notice that vehicle when switching lanes.
There were no injuries reported. However, the District was found at fault for the accident. Mr. Howard is an
17
Deputy Mayor For Planning and Economic Development
Performance Oversight Questions
February 23, 2017
authorized driver of the agency fleet vehicle having provided the agency with a valid driver’s license and
completed a Vehicle Operator’s Acknowledgment Form. Further, Mr. Howard was using the vehicle in
accordance with the agency’s and the District’s usage terms.
22. D.C. Law requires the Mayor to pay certain settlements from agency operating budgets if the
settlement is less than $10,000 or less than two years old (see D.C. Code § 2-402(a)(3)). Please
itemize each charge-back to your agency for a settlement or judgment pursuant to D.C. Code § 2402.
DMPED is not involved in any settlements to be paid that are less than $10,000 or less than two years old.
23. (a) D.C. Law prohibits chauffeurs, take-home vehicles, and the use of SUVs (see D.C. Code §§ 50203 and 50-204). Is your agency in compliance with this law? Please explain any exceptions.
Yes.
(b) If there are exceptions, please provide the following: (1) type of vehicle (make, model, year); (2)
individuals (name/position) authorized to have the vehicle; (3) jurisdictional residence of the
individual (e.g., Bowie, MD); and (4) justification for the chauffeur or take-home status.
No exceptions.
24. In table format, please provide the following information for fiscal years 2016 and 2017 (to date)
regarding your agency’s authorization of employee travel: (1) individuals (by name and
title/position) authorized to travel outside the District; (2) total expense for each trip (per person,
per trip, etc.); and (3) justification for the travel (per person and trip).
Title
FY16
Project Manager
Dates
Description
1,273.00
3/15-3/18/16;
10/17-10/19/16
New Communities, HOPE Conference, San Francisco, CA.
Purpose Built Conference, Birmingham, AL.
WIC Research
Associate
841.00
6/26-6/29/16
WIC, International Assoc. of Workforce Professionals,
Conference, Buffalo NY.
WIC Director
1,716.00
10/7-10/9/15;
11/9-11/11/15
National Assoc. of State Workforce Agencies 79th Annual
Conference, Indianapolis, IN. National Association of
Workforce Development Professionals, Youth Symposium,
Chicago, IL.
Chief of Staff
1,236.00
176.00 9/25-9/28/16;
11/15/16
International Economic Development Council, Cleveland,
OH; Uber Advanced Technology Center Tour, Pittsburgh,
PA.
New Communities
Director
873.00
3/15-3/18/16
New Communities, HOPE Conference, San Francisco, CA
IRB Project
Manager
Staff Assistant
FY17
288.00 10/31-11/4/16
199.00
National Development Finance Summit, New Orleans, LA.
9/28/16
Administrative Professionals Conference, Washington, DC.
18
Deputy Mayor For Planning and Economic Development
Performance Oversight Questions
February 23, 2017
Project Manager
414.00
114.00 3/15-3/18/16;
10/17-10/19/16
New Communities, HOPE Conference, San Francisco, CA.
Purpose Built Conference, Birmingham, AL.
Special Assistant
546.00
3/15-3/18/16
New Communities, HOPE Conference, San Francisco, CA.
Tech Sector
Manager
554.00
3/11-3/16/16
SXSW Conference, Austin, TX.
WIC Project
Manager
695.00
6/20-6/23/16
Geographic Solutions Workforce Technology Conference,
Orlando, FL.
DMPED Real
Estate Team
9,888.00
Project Manager
763.00
6/8-6/10/16
Placemaking Summer Conference, New York, NY.
Director,
Contracts, Grants,
Procurements
1,276.00
7/25-7/27/16
NIGP Strategic Procurement Planning Training, Tampa, FL.
IRB Program
Analyst
1,025.00
5/4-5/6/16
Municipal Bond Law Seminar, Chicago, IL.
WIC Coordinator
2,891.00
11/9-11/11/15;
6/15-6/17/16
National Association of Workforce Development
Professionals, Youth Symposium, Chicago, IL. Career
Pathways Conference, Dallas, TX.
Director, Business
Development
1,867.00
310.00 6/15-6/17/16;
9/25-9/27/16;
12/6/16.
DC Housing
Authority
Employee
1,364.00
3/15-3/18/16
New Communities, HOPE Conference, San Francisco, CA.
Grants
Management
Specialist
1,722.00
5/21-5/26/16
Government Finance Officers Assoc. Conference, Toronto,
Canada.
WIC Associate
542.00
6/15-6/17/16
Career Pathways Conference, Dallas, TX.
Project Manager
1,165.00
3/15-3/18/16;
10/17-10/19/16
New Communities, HOPE Conference, San Francisco, CA.
Purpose Built Conference, Birmingham, AL.
MPD Officer
20,625.20
WIC Director
2,040.00
4/19-4/20/16;
5/24-5/25/16;
6/15-6/17/16;
7/31-8/3/16
Dept. of Labor Rapid Response Summit, Harrisburg, PA.
Dept. of Labor ETA State Leaders Meeting, Philadelphia,
PA, Career Pathways Conference, Dallas, TX. National
Assoc. of State Workforce Conference, Chicago, IL.
Hospitality Sector
Manager
2,227.00
6/18-6/23/16
US Travel Assoc. IPW Expo, New Orleans, LA.
Project Manager
259.00
3/15-3/18/16;
10/17-10/19/16
New Communities, HOPE Conference, San Francisco, CA.
Purpose Built Conference, Birmingham, AL.
Five DMPED Real Estate Team Members attending George
Mason Real Estate Seminar Series in October 2015
International Conference Small Business, New York, NY.
International Economic Development Conference,
Cleveland, OH. Council of Governments meetings,
Philadelphia, PA.
China Trade Missions; paid via Intra-District from MPD for
2 officers
19
Deputy Mayor For Planning and Economic Development
Performance Oversight Questions
February 23, 2017
Executive
Assistant
199.00
9/28/16
Administrative Professionals Conference, Washington, DC.
Director, Real
Estate
Development
346.00
6/22-6/24/16
International Shopping Center Convention/RECON, Las
Vegas, NV.
IRB Project
Manager
527.00
4/20-4/22/16
National Bond Summit, New Orleans, LA.
Project Manager
466.00
3/15-3/18/16;
10/17-10/19/16
New Communities, HOPE Conference, San Francisco, CA.
Purpose Built Conference, Birmingham, AL.
Deputy Chief of
Staff
151.00
3/15-3/18/16
Community Progress Leadership Institute, Cambridge, MA.
25. Please provide and itemize, as of January 10, 2017, the current number of When Actually
Employed (WAE), term, and contract personnel within your agency. If your agency employs WAE
or term personnel, please provide, in table format, the name of each employee, position title, the
length of his or her term, the date on which he or she first started with your agency, and the date on
which his or her current term expires.
See attachment Q25 for term and contract personnel. DMPED does not have any WAE employees.
26. Please provide, as an attachment, a copy of your agency’s current annual performance plan as
submitted to the Office of the City Administrator.
See attachment Q26.
27. What are your top five priorities for the agency? Please provide a detailed explanation for how the
agency expects to achieve or work toward these priorities in fiscal years 2017 and 2018.
The priorities for the Deputy Mayor derive from our broad goals of increasing affordable housing, increasing jobs
and increasing District revenues. Together, they support the Mayor’s vision of Pathways to the Middle Class.
Underlying all of our work is a commitment to good government and transparency that mirrors the Mayor’s.
Our top priorities for this year include:
(1) Increasing affordable housing. Through partnerships with the housing production agencies (DHCD,
DCHA, and DCHFA), DMPED will look to continue to produce, preserve and protect affordable housing.
Key initiatives include the implementing Mayor’s Preservation Strike Force, including supporting DHCD
in the creation of a preservation office and fund, Inclusionary Zoning reform implementation, and
continued investment in affordable housing leveraging all available sources including HPTF, federal
funding, and land dispositions.
(2) Launching DC’s Economic Strategy. DC’s forthcoming economic strategy will serve as a framework
for action for the next several years- it will outline how we will continue to grow our economy and how
we will make sure that growth benefits all Washingtonians. The strategy is focused on increasing the
District’s tax base, creating jobs, fostering entrepreneurship and innovation, and advancing economic
growth and opportunities in DC. Since August 2016, DMPED has held more than 25 discussions with
20
Deputy Mayor For Planning and Economic Development
Performance Oversight Questions
February 23, 2017
400+ District stakeholders to inform the direction of our economic strategy. The Strategy will be released
in March and will include key priorities and initiatives that will be implemented over the coming years.
(3) Moving forward large-scale and neighborhood real estate development projects, with a focus on
making unprecedented progress on all of the New Communities neighborhoods. This year DMPED will
continue to make unprecedented process moving its portfolio forward. Key large projects include The
Parks at Walter Reed, St. Elizabeths East (infrastructure, Entertainment and Sports Arena, and Phase 1),
DC United Stadium, New Communities, and McMillan Sand Filtration redevelopment.
DMPED is poised to make record development progress on in every NCI neighborhood, thanks in part to
major milestones reached recently including:
 Barry Farm – Demolition/Disposition approval from HUD, as well as a development plan
expanding Phase 1 to bring back 170 replacement units in the first phase, with the first units set to
come online in 2020;
 Park Morton – Identification of and Council approval for a “build first” offsite parcel (Bruce
Monroe) that will make Park Morton the first full scale public housing redevelopment in the
country done without temporarily displacing residents from the neighborhood; PUD approval also
achieved for both Bruce Monroe and Park Morton, with construction start expected early 2018;
 Northwest One – Completion of an OurRFP process for the old Temple Courts and adjacent sites,
and subsequent release of the RFP with a spring 2017 developer selection expected; and
 Lincoln Heights – Construction start on Deanwood Hills as well as Council approval of financing
for the Strand development, both of which will be “build first” offsites; RFP for master developer
of the onsite parcel anticipated Spring 2017, as well as financing request for an additional build
first site.
Through our annual March Madness event, DMPED works to connect CBEs and developers. The citywide economic development showcase and pre-solicitation event announces upcoming solicitation
opportunities to the development community and attracts more than 500 attendees from all areas of the
District’s development community. It connects small businesses, CBEs, capital sources, contractors and
more with the goal of expanding access to economic opportunity through the District’s real estate
development projects.
(4) Creating Pathways to Inclusion and supporting the growing technology and innovation sector.
DMPED will continue to support the diversification of DC’s economy through strategic partnerships and
high-return investments in technology and innovation. We will continue to implement recommendations
for our Pathways to Inclusion Report. This report is the first of its kind for the District was developed
along with the Innovation and Technology Inclusion Council. It sets a vision of fostering the most
inclusive culture of inclusion in innovation. The report provides a roadmap and recommendations to
create an inclusive ecosystem where the District’s tech and innovation economy can grow to expand
opportunity for underrepresented workers and entrepreneurs, and ultimately serve as a national model for
inclusion and diversity.
DMPED sees inclusive and diverse innovation as a comparative advantage of the District and will seek to
leverage this advantage for the future. Key initiatives include South by Southwest (SXSW), the Howard
Hub, the Innovation & Technology Inclusion Council, innoMAYtion, 1776’s Challenge Festival, pitch
competitions, and continued use of QHTC for key employers.
21
Deputy Mayor For Planning and Economic Development
Performance Oversight Questions
February 23, 2017
(5) Continuing to create the most open and transparent DMPED. This year DMPED will continue its
efforts to better engage residents, businesses, advocates, and other stakeholders through as many vehicles
as possible. From community meetings to social media to open data, DMPED will seek not only to
continue to provide more information than ever, it will also seek to ensure it receives feedback. Key
initiatives include DMPED’s Open House and other public engagement opportunities, a public milestones
tracker, a new business incentive tool, an interactive Economic Strategy website, as well as continued
improvement on the Economic Intelligence Dashboard, Ward Indicators tool, Affordable Housing
Tracker, and the public Real Estate Pipeline. In addition, DMPED will continue to work to release
additional data online and support cluster agencies in adding more open data.
28. Please describe every grant DMPED is, or is considering, applying for this fiscal year.
In support of the Walter Reed Army Medical Center (WRAMC) BRAC, DMPED submits an annual application
to the Office of Economic Adjustment within the Department of Defense in support of the WRAMC
Redevelopment project. The grant typically is effective December 1 through November 30 of each year.
29. Please provide the name of each employee who was or is on administrative leave in FY 2016 and FY
2017 (to date). In addition, for each employee identified, please provide: (1) their position; (2) a
brief description of the reason they were placed on leave; (3) the dates they were on administrative
leave; (4) whether the leave is paid or unpaid; and (5) their current status. (as of February 1, 2017)
See attachment Q29.
30. Please provide a list of all procurements for goods or services for use by DMPED over $10,000 for
FY 2016 and FY 2017 (to date). Give a brief explanation of each, including the name of the
contractor, purpose of the contract, and the total dollar amount of the contract. Exclude from this
answer purchase card purchases.
Contractor Name
Description of Services
Contract
Award
FY16
1776 Global, Inc. PBC
Business development - promote national and international marketing
$ 200,000.00
Ad Box Promo Agency
Group LLC
Promotional material/novelties for St Elizabeths East
$ 100,000.00
AECOM, Inc.
Poplar Point Development Management Services
$ 414,375.00
Alvarez & Marsal
Research and analysis, and economic modeling focused on technology
inclusion.
$
49,989.00
American Business
Supplies, LLC
Office Supplies -Operations
$
5,000.00
American Business
Supplies, LLC
BPA for Office Supplies
NTE:
$100,000.00
22
Deputy Mayor For Planning and Economic Development
Performance Oversight Questions
February 23, 2017
Ballard Spahr, LLP
Bond Counsel Services
$ 420,500.00
Banner Staffing LLC
Grants Assistance services
$ 61,300.00
Blackbaud, Inc.
Grants Management Software and Licenses (GIFTS)
$
Bocalje Services, Inc.
Industrial supplies for St. Elizabeths East
NTE:
$100,000.00
BOWMAN Consulting
Group DC PC
Civil engineering and planning support for the Walter Reed Army Medical
Center (WRAMC) project
$
Bryant Olive Miller,
Attorney at Law
Bond Counsel Services
$ 309,500.00
Business Strategy
Consultants
Senior Level Acquisition Services
$ 188,480.00
Canon Financial Services
Leasing services for agency copy equipment
$
Capital Area Asset
Building Corporation
Outreach, education and free tax preparation services to citizens of the District
of Columbia for the DC Earned Income Tax Credit program
$ 248,000.00
CH2M Hill, D.C. , P.C.
St Elizabeths East Campus Parking Master Plan Survey
$ 278,265.00
CHW Solutions, Inc.
Davis-Bacon Monitoring and related services for DMPED related
construction projects.
$ 357,823.00
Coalition for Nonprofit
Housing & Economic
Development
Great Streets Program Review
$
74,999.28
Coastal Properties
Management, Inc.
Manage and operate the Diamond Teague piers and park
$
49,200.00
DC Chamber of Commerce
Business Development and economic intelligence data strategy and
engagement support
$ 413,000.00
Destination DC
(Washington DC
Convention & Tourism
Corp.)
Business development, marketing and promotional support services in support
of the District's new Air China route.
$ 300,000.00
District Supply, Inc.
Industrial Supplies for St. Elizabeths E
NTE:
$100,000.00
Echelon Economic
Development LLC
Corporate attraction and retention services to ensure the District’s continued
economy and job market growth and diversity.
$ 193,400.00
Gorove/Slade Associates,
Inc.
Provide ongoing transportation engineering and implementation services in an
effort to execute traffic plans and implementations in support of the Walter
Reed Local Redevelopment Authority.
$
Graves, Horton, Askew &
Johns, LLC
Bond Counsel Services
$ 451,700.00
Kutak Rock LLP
Legal services in support of the Walter Reed Army Medical Center
(WRAMC) project.
$
249,000.00
23
30,500.00
56,500.00
24,381.00
15,000.00
Deputy Mayor For Planning and Economic Development
Performance Oversight Questions
February 23, 2017
MBC Shanghai Company,
Ltd.
DC Economic Development Center in China
$ 350,000.00
MCF Technology
Solutions, Inc.
Gantt chart enhancement to DMPED's Quickbase application for tracking real
estate development projects
$
McKissack & McKissack
Construction and development management services during the design,
procurement and construction of the McMillan Sand Filtration (Site Owner
Representative)
$ 938,295.00
MDM Office Systems
Copier Paper
$
Metropolitan Office
Products LLC
Agency office supplies
NTE:
$100,000.00
OmniDigital Studio, Inc.
Website technical support and upgrades for the District's New Communities
Initiative (NCI) website
$
Orrick, Herrington and
Sutcliffe, LLP
Bond Counsel Services
$ 605,250.00
Public Performance
Management LLC
Provide financial management to identify all sources of revenue within the
agency, develop an accounts receivable process to account for, track and
collect outstanding and current revenues due to the agency.
$
33,232.00
RKG Associates, Inc.
Provide data analysis for an Economic Development Conveyance (EDC)
project to the US Army on behalf of WRAMC
$
47,659.23
Social Solutions Global
New Communities - software developed to provide supportive services to
residents in the District’s distressed communities to achieve self-sufficiency.
$
57,600.00
Squire Patton Boggs (US)
LLP
Bond Counsel Services
$ 613,000.00
Strategic Impact Advisors
LLC
Provide economic performance metrics for DMPED in order to obtain an
enhanced comprehension of the real estate market in Washington, DC and
surrounding jurisdictions to make data-driven decisions relative to future
development
$
93,318.00
United Business
Technologies
Maintenance of agency copying equipment
$
27,762.00
Venable, LLP
Bond Counsel Services
$ 446,500.00
Vision McMillan Partners,
LLC
Development management services in support of the development the
McMillan Sand Filtration Site
$ 966,815.00
Washington DC Economic
Partnership
Marketing and materials to attract and grow businesses in the District
$ 558,000.00
9,750.00
16,600.00
2,040.00
FY17 to date
Ballard Spahr, LLP
Bond Counsel services
$ 438,000.00
Bryant Olive Miller,
Attorney at Law
Bond Counsel services
$ 317,000.00
Capital Area Asset
Outreach, education and free tax preparation services to citizens of the District
$ 248,000.00
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Building Corporation
of Columbia for the DC Earned Income Tax Credit program
Business Strategy
Consultants
Senior Acquisition services
$ 122,882.00
Case Western University
Building Community Relations
$ 500,000.00
CHW Solutions
Davis Bacon monitoring
Echelon Economic
Development LLC
Corporate attraction and retention services to ensure the District’s continued
economy and job market growth and diversity.
$
59,880.00
Ghost Note Media LLC
Social media services
$
41,700.00
Graves, Horton, Askew &
Johns, LLC
Bond Counsel services
$ 466,700.00
Kutak Rock LLP
WRAMC Legal Services
$ 185,000.00
MB Staffing Services
Grants Management Assistant Services
$ 176,240.00
MBC Shanghai Co. Ltd.
DC Economic China Center
$ 150,000.00
McKissack & McKissack
Construction and development management services during the design,
procurement and construction of the McMillan Sand Filtration Site Owner
Representative
$ 210,826.00
Metropolitan Office
Products LLC
BPA for Office Supplies
NTE:
$100,000.00
Mindfinders
Grants Management Assistant Services
$
44,121.60
OmniDigital Studio Inc.
New Communities Initiative website maintenance
$
2,040.00
Orrick, Herrington and
Sutcliffe, LLP
Bond Counsel services
$ 635,625.00
RKG Associates, Inc.
WRAMC EDC Project
$
23,093.27
Social Solutions Global
New Communities - software developed to provide supportive services to
residents in the district’s distressed communities to achieve self-sufficiency.
$
57,600.00
Squire Patton Boggs (US)
LLP
Bond Counsel services
$ 624,250.00
Stover & Associates LLC
Develop and produce report on opportunities for establishing a District
sponsored Innovation Space and Marketplace Report
$
Strategic Impact Advisors
LLC
Provide economic impact metrics for DMPED’s real estate and business
development projects in order to make data-driven decisions.
$ 124,446.00
34,975.00
31. Please provide a table showing DMPED’s approved original budget, revised budget (after
reprogrammings, etc.), and actual spending, by program, for FY 2016 and FY 2017 (to date, i.e.
February 1, 2017). In addition, please explain any variance between fiscal year appropriations and
actual expenditures for FY 2016 and FY 2017 (to date).
See attachment Q31.
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32. Please list each policy initiative of your agency during FY 2016 and FY 2017. For each initiative,
please provide:
a) A detailed description of the initiative;
b) the total number of personnel (FTEs and contract) assigned to the initiative; and
c) The amount of funding budgeted to the initiative.
Please note that this list includes all FY2017 initiatives and notes which initiatives were also active in FY2017.
Walter Reed Army Medical Center Redevelopment (FY16 and FY17) – For over five years, the District has
been working on redevelopment efforts for the former Walter Reed Army Medical Center site. In FY16
the Mayor signed the Walter Reed Development Omnibus Act of 2016, which authorized the District to
acquire 66 acres of the former Walter Reed Campus, and to begin development of a vibrant new mixed
used community. In FY17, there was a ceremony recognizing the acquisition of the Walter Reed Campus.
In FY 17, DMPED will create a financially feasible implementation strategy that meets community needs
and complies with all Base Realignment and Closure (BRAC) laws and regulations. This will be
accomplished through: (1) completion of a series of public community meetings, and (2) regular
communication with partners such as US Army BRAC Staff, U.S. Department of Defense, the U.S.
Department of State, the selected Public Health User and other stakeholders.
FTEs: 4
Estimated Budget (non-capital): $1,019,000 (FY16), $358,000 (FY15)
St. Elizabeths East Campus (FY16 and FY17) – The District has crafted a redevelopment plan and
complementary economic development strategy to guide the revitalization of St Elizabeths East.
Redevelopment offers the opportunity to provide amenities for local residents, while creating a new
center for innovation that will further diversify the District’s economy. In FY16 the pedestrian walkway
for Metro access was completed, several successful events were held at the Gateway Pavilion, and the
contractor for the infrastructure was selected. In FY17, DMPED will negotiate and complete all
Infrastructure Stage 1 Phase 2 and Entertainment & Sports Arena interagency MOUs. These agreements
will facilitate the construction of transportation and utility improvements.
FTEs: 5
Estimated Budget (non-capital): $1,800,000 (including operations of Gateway and RISE) (FY15 and
FY16)
OUR RFP process (FY16 and FY17) - In FY15, DMPED, in coordination with the Executive office of the
Mayor, developed a new process of obtaining community input on prospective solicitations prior to
issuing them to the development community -- the OUR RFP pilot process. Since starting the OurRFP
initiative, DMPED applied this process to 5 projects, holding over 8 community meetings and received
over 800 community comments. This process includes conducting a series of community engagement
meetings by which DMPED collects the local, neighborhood and area resident feedback and priorities for
the particular project site. In addition to those meetings, DMPED also conducts online surveys to ensure
that residents who are not able to attend the meetings also have input. This feedback and community
prioritization is then translated into preferences and requirements in the solicitation. By doing this, the
interests of the residents are prioritized and the project is more accountable to those preferences. In
FY17, DMPED will apply aspects of this new process, as appropriate, to RFPs issued during this fiscal
year.
FTE: 0 (no dedicated resources, but part-time work from many DMPED and OP staff)
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Compliance Monitoring (FY17) - DMPED implemented a new compliance monitoring system that allows the
office to track compliance across all real estate projects within the existing project database. This new
system includes tracking the affordable housing, CBE, First Source, and environmental requirements of
DMPED projects. DMPED plans to work with DSLBD to ensure that its new database talks to DMPED’s
database.
FTE: 1
New Communities Initiative (FY16 and FY17) - The goal of the New Communities Initiative (NCI) is to
redevelop targeted neighborhoods (Barry Farm, Lincoln Heights/Richardson Dwellings, Northwest One,
and Park Morton) that have a history of concentrated crime, poverty and distressed housing into healthy,
vibrant communities for current and future residents. Progress is measured through: (1) identification of
offsite housing, (2) site redevelopment, and (3) human capital outreach resulting in gains in health,
education, jobs and public safety.
FTEs: 3
Estimated Budget (non-capital): $3,454,000 – primarily for human capital support of existing and
previous residents.
McMillan Sand Filtration site (FY16 and FY17) - The McMillan Sand Filtration Site is a former federal
government industrial site that is no longer in operation. Since 2007, DMPED has been working with its
development partner on pre-development activities at the site. This has culminated recently with
approvals from the Historic Preservation Review Board, National Capital Planning Commission, D.C.
Zoning Commission, Mayor’s Agent for Historic Preservation and D.C. Council.
FTE: 1
DC United Soccer Stadium (FY16 and FY17) - On December 30, 2014, the DC Council formally approved the
District of Columbia Soccer Stadium Development Act of 2014, which paved the way for a new state-ofthe art soccer stadium in the Buzzard Point area of Ward 6. In FY16 DMPED completed all of the
required items and handed the site over to DC United. The groundbreaking will be February 27, 2017.
FTE: 1
Industrial Revenue Bond program (FY16 and FY17) - The District of Columbia Industrial Revenue Bond
(IRB) Program provides below market interest rate loans to qualified private enterprises located in an
Enterprise Zone, as well as non-profit and manufacturing organizations throughout the District of
Columbia. In FY17, DMPED will seek to develop a Small Loan IRB Program. This initiative should
allow organizations with smaller loan amount for qualified projects would be able to take advantage of
Tax Exempt bond rates and terms for projects under a $500,000 threshold. As part of the initiative, the
team will develop templates of the needed documents for an IRB Transaction and look to minimize and
cap all the issuance fees and costs.
FTEs: 6
Estimated Budget (non-capital): $1,244,000 (FY16), $681,000 (FY15)
Expand the local inclusive technology and innovation sector (FY16 and FY17) - DMPED’s efforts to cultivate
the District’s growing technology and innovation sector are critical to positioning the District as an
inclusive hub of innovative activity that will continue to open new pathways to the middle class. In FY16,
DMPED released the Pathways to Inclusion report. The report is the first of its kind for the District and
was developed along with the Innovation and Technology Inclusion Council. It sets a vision of fostering
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the most inclusive culture of inclusion in innovation. The report provides a roadmap and
recommendations to create an inclusive ecosystem where the District’s tech and innovation economy can
grow to expand opportunity for underrepresented workers and entrepreneurs, and ultimately serve as a
national model for inclusion and diversity. DMPED also successfully supported events and organizations
with a focus on tech venture investment and entrepreneurship, such as the launch of innoMAYtion,
1776’s Challenge Cup, DC Innovates’ Digital DC Tech Fund, and Foster.ly’s Collaborate. In addition, the
District expanded its presence at the SXSW 2016 Conference in Austin, TX, by partnering with other
District agencies to promote the District technology and creative sectors. In FY17, DMPED will continue
to Implement strategic initiatives from the District’s Technology Inclusion report, highlight and promote
the Qualified High Tech Company (QHTC) incentives to attract, retain and expand technology companies
in the District, and strengthen, showcase and support the District’s innovation ecosystem.
FTEs: 2
Estimated Budget (non-capital): $750,000 (FY15 and FY16)
Economic Development Strategy (FY17)- DC’s forthcoming economic strategy will serve as a framework for
action for the next several years- it will outline not only how we will continue to grow our economy but
and how we will make sure that growth benefits all Washingtonians. The strategy is focused on increasing
the commercial District’s tax base, creating jobs, fostering entrepreneurship and innovation, and
advancing economic growth and opportunities in DC. Since August 2016, DMPED has held more than
25 discussions with 400+ District stakeholders to inform the direction of our economic strategy. The
Strategy will be released in March and will include key priorities and initiatives that will be implemented
over the coming years.
Leverage incentive tools to expand corporate assistance efforts (FY16) - Large employers are critical to
diversifying the city’s economy and creating job opportunities for District residents. In FY 17, DMPED
will continue to leverage its incentive tools, such as the Creative and Open Space Modernization Grant,
QHTC incentives, and other performance-driven incentives to attract and/or retain employers in the
District. The community benefits agreements that will be incorporated into these incentive structures will
be focused on training and hiring DC residents, hosting Summer Youth Employment Program
participants, providing training, internships, and mentorship for District residents, and providing reduced
price or free space, products, and services to underserved and/or overlooked communities.
FTEs: 1
Estimated Budget (non-capital): $3,000,000 (FY16)
Great Streets Initiative (FY 16 and FY17) - The Great Streets Initiative is the District’s multi-year, multi-agency
commercial revitalization initiative to transform emerging corridors into thriving and inviting
neighborhood centers by using public actions and tools to leverage private investment. In FY17, the Great
Streets Team will create public facing dashboard illustrating Great Streets impact by corridor, ward, and
industry; perform an independent Great Streets Assessment; procure new grant management tool to
enhance applicant experience and ease; and implement new disbursement process which included
quarterly advances to grantees.
FTEs: 2
Estimated Budget (non-capital): $8,000,000 (FY15 and FY16)
International tourism marketing strategy (FY16) - DMPED continues to collaborate with Destination DC, the
District’s official convention and tourism Corporation to promote the city as a world class destination to
increase visitation by domestic and international business and leisure travelers. FY 16 marks Year 3 of the
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region’s agreement with Air China to support direct air service between China and the District. Since the
inception of this partnership, the District has seen a 26% increase in visitors from China since 2014; its #1
inbound market. The FY 16 Air China marketing strategy includes familiarization tours and two sales
missions in partnership with Air China that will include training for reservations agents, and educating
Chinese tour operators, media writers, meeting and convention organizers and education planners about
the District and all that it has to offer. In FY 17, DMPED will focus on opening up new channels for
foreign direct investments in DC businesses to markets such as India and the United Arab Emirates.
FTE: 1
Estimated Budget (non-capital): $300,000 (FY16), $450,000 (FY15)
Expand technology investment in the District via the DC China Center (FY16 and FY17) - The DC China
Center provides assistance to District businesses interested in exporting goods and services to China, and
encourages Chinese businesses and investors to play an active role in the District’s economy. The Center
represents the District’s first attempt to catalyze economic growth through access to international markets.
In FY 15, DMPED attracted Chinese investors and tech companies to the District, with a particular focus
on supporting an incubator program that will assist Chinese companies in opening their operations in the
District. This culminated in the inaugural 1776 Challenge Cup in Beijing where Chinese startups were
exposed to the incubator opportunities in Washington, DC. In FY17, DMPED will work more closely
with the DC business community to promote the DC China Center and its services to DC businesses. In
addition, DMPED and the China Center will encourage Chinese businesses and investors to locate in the
District.
FTEs: 1
Estimated Budget (non-capital): $350,000 (FY15 and FY16)
33. What efforts has DMPED made in the past year to increase transparency? Explain.
Given the Mayor’s commitment to openness and transparency, DMPED has worked to become more open and
transparent in the last year. Notable recent efforts include:
●
●
●
●
●
●
●
DMPED’s Affordable Housing Tracker. For the first time, DMPED has released unified affordable
housing production and preservation from the four primary housing agencies (DHCD, DCHFA, DCHA,
and DMPED). The tracker can be found online as well as displayed on a sign in DMPED’s office.
DMPED’s Real Estate Project Pipeline publicly available online.
DMPED’s Economic Intelligence Dashboard at https://dmped.dc.gov/dashboard, which leverages both
open data and open source code to share information with public stakeholders and gather their feedback.
A revamp DMPED’s website to include more information about DMPED’s work and make it more
intuitive to access. This also includes proactively posting real estate documents, including LDAs, term
sheets, and agreements for projects. Highlights include efforts around St. Elizabeths and DC United
Stadium
Our RFP, which allowed the public to weigh in on their priorities prior to DMPED’s issuance of the RFP.
Public comments were then summarized and made available to RFP respondents to incorporate into their
proposals.
We launched the Ward Indicators Tool as part of DMPED’s public Economic Intelligence Dashboard,
which is updated weekly with data on ward by ward population, unemployment, housing, home
ownership rates, and more.
On Jan. 12, 2017, Deputy Mayor Kenner hosted the first-ever Economic Development Cluster Open
House featuring 20 agencies and their leadership and staff to greet residents, answer questions and share
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●
information about District services. More than 500 residents, business owners, ANCs, stakeholders and
others attended the event. The event was highly rated in a post-event survey with nearly 80 percent saying
it was “Excellent or Very Good” and 81 percent said they would attend again. Survey respondents
remarked most frequently how valuable it was to speak directly with leadership and staff, receive services
and information in real-time and network with DC government agencies.
DMPED has increased our social media presence by creating and actively maintaining Twitter and
Facebook Accounts.
34. What efforts will DMPED be making to increase transparency? Explain.
As mentioned above one of DMPED’s five goals in the next year will be to ensure that it is the most open and
transparent. This year DMPED will continue its efforts to better engage residents, businesses, advocates, and
other stakeholders through as many vehicles as possible. From community meetings to social media to open data,
DMPED will seek not only to continue to provide more information than ever, it will also seek to ensure it
receives feedback. Key initiatives include DMPED’s Open House and other public engagement opportunities, a
public milestones tracker, a new business incentive tool, an interactive Economic Strategy website, as well as
continued improvement on the Economic Intelligence Dashboard, Ward Indicators tool, Affordable Housing
Tracker, and the public Real Estate Pipeline. In addition, DMPED will continue to work to release additional data
online and support cluster agencies in adding more open data.
35. Please identify any legislative requirements that the agency lacks sufficient resources to properly
implement. Explain.
DMPED is working within the Executive Office of the Mayor and with the Committee to ensure that it has proper
authorities to administer its planned economic development and real estate programs, especially as it relates to
grants.
36. Please identify any statutory or regulatory impediments to DMPED’s operations.
DMPED is working within the Executive Office of the Mayor and with the Committee to ensure that any statutory
or regulatory impediments to DMPED’s administration of its planned economic development and real estate
programs are addressed.
DMPED is aware of and working to correct a regulatory impediment which arose with the passage of B21-325 the
“Land Disposition Transparency and Clarification Amendment Act of 2016.” This law amends parts of the
District’s law surrounding the surplus and disposition of District Land. One of these amendments restructured the
surplus process to require both a public surplus hearing and public disposition hearing well before the Mayor
releases a request for proposals or otherwise begins negotiations for the disposition of real property. Another
technical amendment was made to require that any “substantive” (as opposed to “major”) changes subsequent to
Council approval of a Land Disposition Agreement be submitted anew for Council approval.
While DMPED has already begun to conform to the new surplus and disposition processes and is adopting the
new requirements for all future projects, there exist some projects already in the development pipeline that cannot
meet the new requirements prior to submission for Council approval. As RFPs have already been issued for these
projects or negotiations for disposition have already commenced, it would be impossible to comply with the
amended law. Without a legislative fix, these projects could only comply with the amended law by being resolicited. This would cause great delay in repurposing these District assets as affordable homes, job creators, tax
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producers, and economic drivers for the city while also frustrating residents and private partners who have been
working and waiting for these redevelopments for years.
The Mayor will introduce emergency and temporary legislation that accounts for these projects that were already
in the pipeline when B21-325 was passed such that they can move forward without any delay. Additionally, the
legislation will provide a technical clarification to ensure the amended law is clear when referring to “substantive”
changes made to Land Disposition Agreements.
37. Are DMPED salaries, especially for those handling real estate matters, competitive with private
sector and public sector jurisdictions in the Washington area? How does this affect staff turnover?
Explain. Include recommendations, if any, for improving salaries and reducing turnover.
Based upon our research, the salary of DMPED’s real estate team members is lower than that of similar private
sector positions in the Washington area while the nature of the real estate work makes it hard to compare to that of
other local public sector jurisdictions. DMPED has a fast-paced working environment, provides flexibility and
training, and offers the opportunity for staff to make a positive impact in the District. Our staff consists of those
who are just starting out in the workforce as well as subject matter experts with decades of experience. DMPED
finds turnover to be healthy with an average tenure on the Real Estate team of over 4 years. We recognize that
many DMPED staff have varied career goals. Just as we recruit from both the public and private sector, we
recognize that a number of our staffers do not intend to have careers solely at DMPED or in the public sector. As
such, we work to assist staff in pursuing their career goals, which often include both internal and external growth
opportunities.
38. Did DMPED receive any FOIA requests in FY 2016? If yes, did the agency file a report of FOIA
disclosure activities with the Secretary of the District of Columbia? If available, please provide a
copy of the report as an attachment.
DMPED received 37 FOIA requests in FY2016. A report of FOIA disclosure activities was filed with the
Secretary of the District of Columbia. Please see the report in attachment Q38.
39. (a) Please attach copies of the required small business enterprise (SBE) expenditure reports
for DMPED for FY 2015 and FY 2016.
See attachment Q39.
(b) D.C. Official Code § 2-218.53(b) requires each District agency to submit supplemental
information with their annual SBE expenditure report, including: a description of the activities the
agency engaged in to achieve their fiscal year SBE expenditure goal; and a description of any changes
the agency intends to make during the next fiscal year to achieve their SBE expenditure goal. Has
DMPED submitted the required information for fiscal year 2016? Please provide a copy as an
attachment.
DMPED’s procurement team heavily relied upon the DC Supply Schedule and the DSLBD CBE database in order
to select the most appropriate Certified Business Enterprises to engage for the required goods and services. We
also worked closely with our DSLBD representative to identify qualified CBE suppliers. This agency will
continue to prioritize usage of CSBE vendors and working closely with the Department of Small and Local
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Business Development. We will also continue to encourage suppliers to seek the Certified Business Enterprise
certification through the DSLBD.
40. Please provide as an attachment the total number of dollars contracted or procured through
DMPED on behalf of other agencies for FY 2016 and FY 2017 (to date, i.e., as of February 1st).
Categorize these funds by D.C. Supply Schedule, GSA Federal Supply Schedule, and non-supply
schedule procurements.
See attachment Q40.
41. From among DMPED’s active projects, please list the 10 largest (only include projects for which
disposition legislation has not yet gone to the Council) and provide:
a) A description of the project.
b) The current project timeline, including steps for your office as well as through project completion.
c) What will be required of the Council and the Executive from now until the end of fiscal year 2017
to move the project forward.
1.
Poplar Point - Poplar Point is approximately 130 acres, mostly under NPS jurisdiction, containing
National Park Service (“NPS”) and United States Park Police (“USPP”) facilities and 60-acres of
managed meadows, scrub-shrub vegetation and wetlands. Pursuant to the D.C. Lands Act of
2006 (“Act”), upon satisfaction of the pre-conditions contained in the Act, the Site will be
transferred to the District and the redevelopment of the Site will include at least 70 acres of
parkland. Pursuant to the National Environmental Policy Act of 1969 (“NEPA”), 42 U.S.C. 4321
et seq., the District and NPS, acting as joint lead agencies, are preparing an Environmental Impact
Statement (“EIS”) and Small Area Plan (“SAP”) to aid their decision-making pursuant to the
Act. In addition, in 2008, NPS and the District entered into a Consent Order under the
Comprehensive Environmental Response, Compensation, and Liability Act (“CERCLA”), by
which the District agreed to conduct a CERCLA Remedial Investigation (“RI”) and Feasibility
Study (“FS”) of the entire Poplar Point Site under the oversight of NPS. DMPED is working
with DDOE, DOEE’s environmental consultant and NPS to finalize the Work Plan document and
start the Remediation Investigation in 2017. DMPED will also be re-initiating the Small Area
Plan (SAP), Environmental Impact Statement (EIS), and Section 106 processes in 2017 in
coordination with NPS and the Office of Planning. No direct action is required from Council in
FY 2017.
2.
Northwest One - Northwest One is a combined 3.5 acre site slated for mixed-income, mixed-use
development per the New Communities Initiative. The development program is expected to yield
over 600 residential units and will include a minimum of 211 replacement units prioritized for
former residents of the Temple Courts Apartments. The Northwest One parcels (1010 North
Capitol and 33 K Street) were solicited for redevelopment through an RFP issued in September
2016. In the summer of 2016, DMPED held two public meetings through the Mayor’s OurRFP
initiative to discuss and receive public input on community priorities for the redevelopment of the
parcels. The RFP closed December 15, 2016. DMPED anticipates selecting a development team
in the spring of 2017.
3.
Waterfront Station II - This is a mixed-use development project on 4th Street SW, formerly part
of the Waterside Mall. DMPED issued an RFP for this site as part of our 2015 March Madness
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event. DMPED awarded the negotiation rights to PN Hoffman in March 2016 and plans to
submit a negotiated disposition agreement to Council in fall of 2017.
4.
1125 Spring Rd - The project will see the redevelopment of the approximately 3.3 acre, Districtowned parcel located at 1125 Spring Road NW in the Petworth neighborhood of Ward 4. The
site includes the historically-designated Hebrew Home for the Aged and the neighboring Paul
Robeson School. The 1125 Spring Road NW project is a product of Mayor Bowser’s OurRFP
process that solicits community input early in the RFP process. DMPED saw over 125
participants in the first OurRFP community meeting held on April 9, 2016, and over 225 unique
responses to an online engagement forum. Over 100 people attended the follow-up meeting on
June 2, 2016, where participants were asked to further refine their preferences for the
development of the site. The RFP for the site was released in June 2016 and nine development
teams submitted proposals. These proposals are currently under review and DMPED plans to
select a development partner in spring 2017.
5.
Franklin School - This is an adaptive redevelopment of an historic school at the corner of K and
13th Streets NW. DMPED issued an RFP for this site in 2015 and awarded the negotiation rights
in early 2017 to Franklin Development LLC to build Planet Word, which will be the District’s
first-ever interactive museum of words and language. DMPED plans to submit a negotiated
disposition agreement to Council in mid-2017.
6.
MLK Gateway - DMPED and DHCD are partnering on this unique commercial and mixed use
development located at the intersection of Good Hope Road and Martin Luther King Jr. Avenue
SE, the original gateway to historic Anacostia. DMPED issued a Request for Expressions of
Interest in 2015 to identify potential partners with the vision and capacity needed to jumpstart the
revitalization of this retail corridor. DMPED awarded the negotiation rights in fall 2016 and is
currently negotiating the land disposition agreement. DMPED plans to submit the disposition
resolution and agreement to Council in fall of 2017.
7.
Parcel 42 - This parcel at 7th and Rhode Island NW served as a pilot for OurRFP, a community
engagement effort to solicit input from the surrounding community for the RFP. The RFP was
released in the fall of 2015 and DMPED selected the team of Ditto Residential, Group 360 and
Irving Development in November 2016. DMPED is currently negotiating the Statement of
Minimum Terms with the Development Team. The Proposed program includes a mixed-use
project with ground floor retail and approximately 118 units, 30% of which will be reserved as
affordable housing, half for low (30% AMI) and half for very low income (50% AMI)
households. The neighboring lot will be an activated public space.
After negotiation of the Statement of Minimum Terms, DMPED and the Development Team will
negotiate the Land Disposition Agreement and supporting documents with the Development team
with the goal of submitting the project for Council approval in fall 2017.
8.
Crummell - The two and half acre site is located in the heart of Ivy City neighborhood at the
northwest corner of Kendall St and Gallaudet St NE. DMPED issued a RFP on April 25, 2016
which was developed from the community engagement rich OurRFP process. The RFP
submission deadline was closed on June 8, 2016 and received three proposals. DMPED selected
the team of Ivy City Partners, LLC who also received support from ANC 5D. DMPED is
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currently negotiating the LDA and expects to submit the surplus and disposition resolutions to
Council for approval in fall 2017.
9.
200 K Street NW - The two acre site lies directly above a one-level parking garage over the I-395
freeway, bounded by 2nd Street NW to the east and H Street NW to the south. The RFP
solicitation closed on September 30, 2016 and review of the three submitted proposals is ongoing.
Developer presentations to the community occurred on February 15 and DMPED anticipates
awarding the project in the spring of this year. DMPED expects to submit the surplus and
disposition resolutions to Council for approval in fall 2017.
10.
Grimke – The Grimke School Redevelopment includes the 130-year old Grimke School building,
a stand-alone building behind the school occupied by the African American Civil War Museum
(AACWM), and the parking lot at 912 U Street NW. The main Grimke Elementary School
building will be completely renovated and ground-leased for 99 years with at least 10,000 sf of
space reserved for the AACWM. The remainder of Lot 827 and the full Lot 833 will be
transferred fee-simple.
DMPED initially selected Roadside Development for the right to negotiate a Land Disposition
Agreement and redevelop the property. Roadside and DMPED were unable to come to terms on
the LDA and elected to terminate negotiations. In December 2016, DMPED initiated
negotiations with the Community 3 Development (C3D), which was the other shortlisted
respondent to the RFP. DMPED is currently negotiating a new LDA with C3D and plans to
submit a new disposition resolution to Council in spring 2017.
42.
a)
b)
c)
d)
From among DMPED’s active projects, please list the 10 oldest and provide:
The date DMPED first became involved with the project;
An explanation for why the project is not yet complete;
A description of the project; and
A project timeline.
DMPED manages a broad portfolio of projects and land across the District. Projects come into DMPED’s
portfolio from a variety of sources including the Federal Government, former revitalization agencies, and others.
(Please see the attachment Q44 for reference to the many sources of DMPED projects.) Because most of
DMPED’s current portfolio is the result of the incorporation of NCRC, RLA, and AWC in 2008, there is no
uniform way of measuring the age of projects. As in the case of Fort Lincoln, these projects may be decades old.
DMPED is actively managing its portfolio to bring new residential, retail, and other development to the District.
We also work closely with our partners at DGS to ensure that our properties are maintained and disposed of
expeditiously.
43. What are the next five projects in the pipeline for disposition? For each, please provide:
a)
A description of the project;
b)
What will be required of the Council and the Executive this year to move the project
forward; and
c)
A timeline for these steps.
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DMPED plans to complete disposition negotiations for each of the projects listed below and submit the required
legislation to Council for approval. Council will be asked to act on the surplus and disposition resolutions for
each of these projects.
1. Grimke – The Grimke School Redevelopment includes the 130-year old Grimke School building, a
stand-alone building behind the school occupied by the African American Civil War Museum
(AACWM), and the parking lot at 912 U Street NW. The main Grimke Elementary School building will
be completely renovated and ground-leased for 99 years with at least 10,000 sf of space reserved for the
AACWM. The remainder of Lot 827 and the full Lot 833 will be transferred fee-simple.
DMPED initially selected Roadside Development for the right to negotiate a Land Disposition Agreement
and redevelop the property. Roadside and DMPED were unable to come to terms on the LDA and elected
to terminate negotiations. In December 2016, DMPED initiated negotiations with the Community 3
Development (C3D), which was the other shortlisted respondent to the RFP. DMPED is currently
negotiating a new LDA with C3D and plans to submit a new disposition resolution to Council in spring
2017.
2. Franklin School – This is an adaptive redevelopment of an historic school at the corner of K and 13th
Streets NW. DMPED issued an RFP for this site in 2015 and awarded the negotiation rights in early 2017
to Franklin Development LLC to build Planet Word, which will be the District’s first-ever interactive
museum of words and language. DMPED plans to submit a negotiated disposition agreement to Council
in mid-2017.
3.Crummell - The two and half acre site is located in the heart of Ivy City neighborhood at the northwest
corner of Kendall St and Gallaudet St NE. DMPED issued a RFP on April 25, 2016 which was developed
from the community engagement rich OurRFP process. The RFP submission deadline was closed on June
8, 2016 and received three proposals. DMPED selected the team of Ivy City Partners, LLC who also
received support from ANC 5D. DMPED is currently negotiating the LDA and expects to submit the
surplus and disposition resolutions to Council for approval in fall 2017.
4. Waterfront Station II - This is a mixed-use development project on 4th Street SW, formerly part of the
Waterside Mall. DMPED issued an RFP for this site as part of our 2015 March Madness event. DMPED
awarded the negotiation rights to PN Hoffman in March 2016 and plans to submit a negotiated disposition
agreement to Council in fall of 2017.
5. MLK Gateway – Consisting of four, vacant, one-story historic structures at 1201 Good Hope Road SE
and a vacant lot across the street at 1909 MLK Jr. Avenue. The four structures at 1201 Good Hope will be
renovated for retail use and a three-story office addition will be added for a District-based technology
company. A two-story office building will be constructed on 1909 MLK. The District awarded this in
December 2016, and plans to submit the disposition of the properties to Council in the fall of 2017
44. As an attachment, please provide a list of all properties in DMPED’s portfolio. For each property,
identify how DMPED came to acquire the property (e.g., purchase, transfer from NCRC, RLA or
AWC) and indicate the current or intended disposition (e.g. retain in portfolio; surplus for
development, etc.).
See attachment Q44.
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45. (a) Please provide a list of property declared surplus by the Council but still under the
purview of DMPED. Include date of surplus determination and the agency that made the
determination. Give a brief explanation.
See attachment Q45.
(b) Please provide a list of all property declared surplus by another agency (e.g. a school)
that is currently under the purview of DMPED. Indicate the agency and date of agency action.
DMPED handles the surplus process for properties in its portfolio, so the answer to Question 45(a) provides all of
the information that DMPED has. DMPED cannot speak to the process or portfolio of other agencies.
46. Please provide a list of all property under the purview of DMPED that still require surplus
determinations.
DMPED and DGS are in the process of reconciling the list of properties that will need surplus determinations.
DMPED will provide the completed list along with the other outstanding lists requested.
47. Please describe, in detail, the process by which DMPED determines whether a District-owned
property is surplus. If different processes are used for different properties based on the acquisition
history, please describe the different processes in detail. Include within your answers:
a)
Does DMPED solicit feedback from sister agencies? How? Please describe.
b)
What is the nature of comments received from sister agencies? Are they written? Please
describe.
c)
How has DMPED changed its surplus process in the past year?
Most of the properties that DMPED is responsible for were transferred from the National Capital Revitalization
Corporation (NCRC), RLA Revitalization Corporation, Anacostia Waterfront Corporation (AWC), Southwest
Waterfront Development Corporation, and Economic Development Finance Corporation when these
organizations were dissolved. These properties were acquired or held by the aforementioned agencies for the
express purpose of economic development and many predate the surplus requirement and legislation. (Please see
the attachment Q44 for reference to the many sources of DMPED properties.) Nonetheless, DMPED always
consults with our partner agencies prior to creating solicitations.
Further, DMPED has been working closely with DGS to improve the handling of the surplus process going
forward for any District-owned properties that may have a public use. As we move forward, DMPED will
dutifully follow the new surplus guidance of 10-801.
48. As an attachment, please provide a list of all DMPED properties subject to defeasance fees. Include
the expected cost for each property.
DMPED is working closely with OCFO and the City Administrator’s office on this ongoing issue. DMPED will
be providing information on real estate projects to the Office of Budget and Planning (OBP), in the manner
prescribed in Mayor’s Order 2015-224, to assist OBP with determining which properties will be subject to
defeasance fees.
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February 23, 2017
OBP has so far informed DMPED that two projects will require bond defeasance: Grimke School and St.
Elizabeths East Campus. The cost for defeasance for Grimke is estimated at $3.4 million. The St. Elizabeths cost
for defeasance is estimated at $1.7 million.
49. As an attachment, please provide a list (in alphabetical order by grantee) of all grants DMPED
awarded in fiscal years 2014, 2015, and 2016 to date, including the recipient, purpose, amount, and
DMPED initiative the grant is associated with.
See attachment Q49.
50. Please describe the organization within DMPED devoted to the recruitment and retention of
businesses in the District. Include in your detailed answer how this structure has changed (if it has)
over the past two years. Also detail resources (e.g., budget, FTEs, programs).
DMPED’s Business Development team is responsible for implementing the Mayor’s vision for business
attraction, retention and expansion in the District. Over the last year, DMPED has hired a new Economic Strategy
Director and a Program Analyst to support the stakeholder engagement, analysis and implementation for the
economic strategy. The new economic strategy will be released in early March. The business development team
includes 11 FTEs and contract, grant, and legal support from other business units of DMPED. In addition, it
receives support from WDCEP and the DC Chamber of Commerce. While not all of the staff work daily on
business attraction and retention, the overall goals and mission of the team is to promote business attraction to and
growth within the District. Key segments and initiatives include technology and innovation, international
business, hospitality and tourism, and higher education and healthcare.
51. What data does DMPED collect regarding businesses based in DC?
DMPED’s Business Development unit ia an implementing a database (Zoho) that collects various data types for
businesses in DC and those that have expanded/relocated in DC. Over the past year, the Business Development
Unit has retooled Zoho to help track our engagements with the business community, segment marketing and
target communication with the business community. See question 10 for data extracts from Zoho.
DMPED also partners with the WDCEP to collect and track business data. The WDCEP collects various data
types for businesses in DC and those that have expanded/relocated in DC.
52. Please provide statistics for fiscal years 2015, 2016, and 2017 (to date) on:
a) The total number of businesses in DC;
DMPED’s data is focused on business actively looking to locate in DC or find a new location in DC. According to
the Bureau of Labor Statistics (BLS), in Q2 2016, DC has almost 38,000 total establishments. It’s important to
note that the BLS datasets differs on their counts of businesses in DC; currently there’s no precise way to measure
using existing data. DMPED’s Economic Intelligence team is supporting DCRA with its business data initiative,
which will improve our ability to broadly track businesses at a more useful interval.
b) The number of new businesses that opened in DC; and
DMPED does not collect this data, but is working with DCRA to improve the District’s ability to gather and
analyze such data.
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February 23, 2017
c) The number of businesses that relocated out of DC.
DMPED does not collect this data and is not aware of a method for accurately doing so, but would be interested in
discussing whether there are cost-effective opportunities to collect such information.
53. What programs does DMPED administer that target small businesses in the District? Please
explain:
a) What the program does;
b) The number of businesses that benefitted from the program in fiscal year 2015 and
2016 (to date); and
c)
The total funds expended on the program in each fiscal year.
Great Streets Initiative is the District’s multi-year, multi-agency commercial revitalization initiative. The purpose
of Great Streets is to transform emerging corridors into thriving neighborhood communities by utilizing public
action and resources to leverage private investment in retail, office space and cultural facilities.
FY15
Businesses receiving grants 32*
Investment
FY16
Total
77
109
$2.5M $4.2M $6.7M
*13 applicants’ rollovers for FY16
54. Please provide a copy of the District’s current Five-Year Economic Development Strategy, as
required by D.C. Official Code § 2-1208.03.
In August 2016, DMPED began the process of creating a new economic strategy, which will replace the District’s
last strategy, created in 2012. The new economic strategy is expected to be released in early March.
The economic strategy will serve as a framework for action for the next several years- it will outline not only how
we will continue to grow our economy but also how we will make sure that growth benefits all Washingtonians.
The strategy is focused on increasing the commercial District’s tax base, creating jobs, fostering entrepreneurship
and innovation, and advancing economic growth and opportunities in DC. Through economic analysis and
stakeholder engagement, the strategy team identified opportunity areas for business growth and core sectors to
sustain. The plan includes priority initiatives aimed at achieving these objectives.
The economic strategy was shaped by input from residents, the local business community, and regional partners,
as well as insights from data analysis and research. During fall 2016, DMPED held 25 discussions with over 500
stakeholders and also solicited input via www.DCEconomicStrategy.com and social media.
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55. Does DMPED continue to use a reimbursement system to distribute funds through the Great
Streets program? Explain.
This fiscal year is the inaugural roll-out for advance disbursements. DMPED is no longer doing costreimbursement. Disbursements are made in tranches of thirds, provided all appropriate supporting documentation
is approved.
a) For FY2016, and FY2017 to date, what is the average number of days between a grantee’s
submission of receipts and reimbursement?
If a grant recipient submits a successful reimbursement package, the average number of days after an approved
submission of receipts is 30 days. Disbursements are processed within the Quick Payment Act of 30 days.
b) Please submit as an attachment, a list of all Great Streets grants recipients since its inception,
with amounts granted individually and by Ward.
See attachment Q55.
56. Please describe DMPED’s oversight of the Workforce Investment Council (WIC).
(a) Please provide a list of projects WIC was involved with during fiscal years 2016 and 2017 to
date, including a brief description of the nature of WIC’s involvement.
With the creation of the Deputy Mayor for Greater Economic Opportunity two years ago, the responsibility for
workforce development shifted, as DOES and WIC are now under DMGEO. DMPED recognizes that there are
key interactions between its work and the work of DMGEO, DOES, and WIC, so works closely with those
agencies to make sure its projects and programs are strategically aligned. Where DMPED can provide guidance
and assistance to improve workforce development in the District, we will continue to work with DMGEO, DOES
and WIC to do so.
(b) Please attach copies of all official correspondence with the U.S. Government since January 1,
2016 regarding the operation of the WIC in the District. Summarize that correspondence here.
With the creation of the Deputy Mayor for Greater Economic Opportunity two years ago, the responsibility for
workforce development shifted, as DOES and WIC are now under DMGEO. DMPED recognizes that there are
key interactions between its work and the work of DMGEO, DOES, and WIC, so works closely with those
agencies to make sure its projects and programs are strategically aligned. Where DMPED can provide guidance
and assistance to improve workforce development in the District, we will continue to work with DMGEO, DOES
and WIC to do so.
57. Please provide a list of projects in fiscal years 2015, 2016, and 2017 to date, that will have
Certificates of Inclusionary Zoning (IZ) Compliance. The list should be broken down by:
delivered, under construction, planned, or conceptual. The list should include:
a) Project name and address;
b) Name of the developer/owner;
c) Status of project (e.g., leased, sold, delivered for occupancy but in selection process, under
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February 23, 2017
construction, approved, planned, conceptual);
d)
Tenure (rent or for sale);
e)
Total number of residential units;
f)
Number of IZ units; and
g)
Totals for each category of income targeting (e.g. 50 percent AMI and 80 percent AMI).
DCRA issues Certificates of Inclusionary Zoning Compliance (“CIZC”) and DHCD tracks Inclusionary Zoning
unit compliance per the delegation of Mayoral authority to the agencies. DMPED can assist the appropriate
agencies with gathering this information if requested.
58. Please list all development projects exempted from IZ requirements in fiscal year 2015, 2016 and
2017 to date. Include:
a)
Project name and address;
b)
Name of developer/owner;
c)
Total number of units of project that are exempted from IZ, and indicate the number and
income levels of covenanted affordable units that will be produced in these projects; and
d)
The reason why the project was exempted from IZ in each case, or indicate the category of
exempted projects (e.g., grandfathered, project exceeds affordability of IZ using federal or District
subsidies, project is 9 units or less, project is located in the Downtown Development District or a
zone where IZ does not apply).
DHCD and the Office of Zoning track certain Inclusionary Zoning (IZ) waivers, where appropriate. DMPED can
assist the agency with gathering this if requested.
59. Please provide a list of projects delivered in fiscal years 2015, 2016, and 2017 to date, under
construction, planned or conceptual that will provide Affordable Dwelling Units (ADU) under Land
Disposition Agreements, an action of the Zoning Commission, and other District government action
such as an alley closing. The list should include:
a)
Project name and address;
b)
Name of the developer/owner;
c)
status of project (leased, sold, delivered for occupancy but in selection process, under
construction, approved, planned, conceptual);
d)
Tenure (rent or for sale);
e)
Total number of residential units;
f)
Number of ADU units; and
g)
Totals for each category of income targeting (e.g. 30 percent AMI, 50 percent AMI, 60
percent AMI, and 80 percent AMI).
See attachment Q59.
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Deputy Mayor For Planning and Economic Development
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60. Our understanding is that DMPED administers a real property tax abatement program, which we
believe is for new residential developments. Please provide the following information:
a)
What properties were issued abatements last calendar year and what was the amount of the
abatement provided for each property?
b)
Indicate under what legal authority the abatement was issued.
c)
What, if any, are the affordability requirements?
d)
Did any of those properties receive other affordable housing subsidies?
e)
Were any of the properties subject to inclusionary zoning provisions?
f)
How many affordable units will be provided because of the abatements? What is the
average annual abatement per unit? What is the average abatement per unit over the abatement
period?
g)
What is being done to ensure that the affordable units are occupied by eligible households?
DMPED does not currently administer a real property tax abatement program. In the past the agency administered
two such programs: 1) tax abatements for new residential developments under D.C. Official Code §§ 47-857.01.10 and (2) tax abatements for new residential developments in NoMa under D.C. Official Code §§ 47-859.01-.05,
for which the final application deadline was 12/31/12
61. What is DMPED doing to ensure that affordable units are occupied by eligible households?
Per Mayor’s Order 2009-112, DHCD has the authority to monitor and enforce Affordable Dwelling Unit
requirements, including those created by 10-801. DMPED negotiates and executes Affordable Housing
Covenants to capture the ADU requirements and brings DHCD in prior to marketing, tenant/buyer selection, and
income verification. DMPED has implemented a compliance tool to help its staff better coordinate with DHCD
and other partner agencies on various aspects of project compliance. Specifically, DMPED now has a compliance
officer who coordinates with DHCD’s Inclusionary Zoning Program Manager on a quarterly basis.
62. During 2016, the subject of the affordability covenants in public land dispositions has come up
again and again. The Committee has urged DMPED to require affordability periods in perpetuity.
a)
Please list all development projects that DMPED has renegotiated to include permanent
affordability covenants.
During 2016, DMPED has dutifully implemented Council’s Disposition of District Land for Affordable Housing
Amendment Act of 2014. That law states that “The units dedicated to affordable housing pursuant [to this act]
shall remain affordable housing units for the life of the building…” This requirement informs our Affordability
Covenant, which is recorded in the land records, and therefore runs with the land.
Notwithstanding the above, DMPED has negotiated permanent affordability into its affordability covenants on all
projects submitted to Council in 2016.
b)
Will future dispositions that come before the Committee contained permanent affordability
covenants? If not, why not?
In the past, each DMPED development project had affordability terms based on the solicitation requirements or
on the terms negotiated with the development team. Under the Disposition of District Land for Affordable
Housing Amendment Act of 2014, the units created are required to remain affordable for the “life of the
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February 23, 2017
building.” DMPED is implementing the law as written and in line with standard affordable housing practices and
programs, including federal LIHTC and local HPTF. Going forward, DMPED will continue to negotiate
affordability terms consistent with the terms of a ground lease or in perpetuity, depending on the type of
disposition.
63. As an attachment, please provide a chart showing all expenditures, with brief explanations as
necessary, out of the Economic Development Special Account in fiscal year 2016.
See attachment Q63.
64. As an attachment, please provide a chart detailing all expenditures related to the RISE Center in
fiscal year 2016 and 2017 to date.
See attachment Q64.
65. What are DMPED’s fiscal year 2017 plans for RISE Center and Gateway Pavilion programming?
The plan for FY17 programming at R.I.S.E. Demonstration Center and Gateway DC is to transfer the operations
of the buildings to Events DC. There are already: Special Events/Festivals, Interagency Meetings, Business and
Entrepreneurship workshops, CBE, Small, & Local Business Construction Project Job Meetings, Homebuyer’s
Club Meetings, and Community Meetings planned for the space this year.
66. What partnerships are being created and what investments are being made in career-training and
business-development to demonstrate the innovation hub?
In FY16, DMPED provided a grant to Luma Lab in the sum of $49K to support operations for the Inclusive
Innovation Incubator (In3) located on the campus of Howard University. In3 is a partnership between Howard
University, Luma Lab, and the Government of the District of Columbia that will support the District’s growing
technology and innovation startup ecosystem, and create a destination for underrepresented entrepreneurs seeking
to transform ideas into viable products and scalable companies. Howard University is leading the construction
efforts and the space is scheduled to open in March 2017. Luma Lab has identified a number of potential partners
who are willing to provide career training and business development assistance when the space opens.
67. (a) How much money was invested in District businesses in fiscal years 2015, 2016, and
2017 to date as a result of efforts by the District China Center in Shanghai? Please detail.
Tourism is a major component of the District’s economy, bringing in an estimated $7.1 billion in revenue and
$757 million in taxes in 2015, and Chinese tourists are among the fastest growing tourist segments. In 2015,
300,000 Chinese tourists visited DC – a 36% increase from 2014. These visitors spent $159.3 million in DC in
2015 – a 48% increase from 2014. The DC China Center directly contributed to this growth. In 2014 and 2015,
the Center worked with Destination DC on various initiatives promoting DC as a place for Chinese travel and
meetings, incentives, conferences and exhibitions. This support included coordinating meetings with tour
operators, convention planners, corporations and associations. Over 20 tourism media and 40 clients from tourism
industry attended the events. And this momentum is expected to continue. As of 2016, Chinese visitors are
forecasted to increase 96% over the next four years.
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February 23, 2017
Between FY15 to FY17, the District has been successful in attracting $191.5 million in EB-5 financing from
China to support District real estate projects, including the following:
Year
Project
Amount
FY15
Wharf/Southwest
Waterfront Project
$100 M
FY15
Skyland Project
$55 M
FY16
Canal Park Residences
$14 M
F17
Capital Park Tower II
$ 22.5 M
Finally, the DC China Center provided 420 hours of free support to DC businesses - five in FY15, five in FY16,
and four in FY17, respectively. This support includes market research, advice on navigating the Chinese
regulatory environment, and other guidance as needed by the company or organization. This support contributed
to new growth for several organizations. For example, with the China Center’s help, the American Institute of
Architects (AIA) opened an office in Shanghai in FY16, Howard University launched a tri-lateral MBA program
in partnership with the Central University for Finance & Economics University and South Africa-based
University of Pretoria, and the American Chemical Society identified opportunities for expansion. Finally, in
FY17, Alibaba opened an office in DC. The Deputy Mayor’s Office met with Alibaba on multiple occasions,
including during the FY15 trade mission, to encourage such investment. A list of those companies and
organizations is below:
FY2015
- China Garden (meeting arrangement)
- 1776 (Challenge Cup assistance)
- Relerience (meeting arrangement and interpretation)
- My Healthy DC (market research)
- Howard University (meeting arrangement)
FY2016
- LADO Institute (meeting arrangement/interpretation)
- Children’s National Health Systems (meeting arrangement)
- DC Water and Sewer Authority (market research)
- 888 Lucky Beer (market research and meeting arrangement)
- ASurface LLC (meeting arrangement)
FY2017
- George Washington University (market research)
- Washington Auto Show (market research and meeting arrangement)
- American Chemical Society (legal research)
- 1776DC (market research and meeting arrangement)
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(b) How much money did the District government invest in the China Center during that time?
Year
Shanghai
Beijing
FY15
$200,000
$150,000
FY16
$200,000
$150,000
FY17
$100,000
$50,000
(c) What was the District government’s expenditures related to the recent delegation visit to China,
and what were the funding sources?
The total cost to the District for the November 2015 mission was $100,790. The majority of that cost ($80,165)
was paid via the existing contract between DMPED and the DC China Center. The difference ($20,625.20) was
paid via an MOU with the Metropolitan Police Department for two MPD police officers.
68. Please list the length of employment with DMPED of each project manager currently employed.
Name
Length of Service
Abernathy, Malaika
<1 yr
Andargeh, Gizachew
2 yrs
Brown, Pia M.
3 yrs
Cook, Sybongile
3 yrs
Corneal, Mark
<1 yr
Gilbert, Tia
4 yrs
Goldstein, Lee
5 yrs
Headen, Anthony
4 yrs
Howard, David
9 yrs
Johnson, Gregory
33 yrs
Lapan, Joseph
9 yrs
Lewis, Coyan
6 yrs
McHale, Aimee
1 yr
Shapiro, Anna
7 yrs
Smith, Gina
<1 yr
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Deputy Mayor For Planning and Economic Development
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Smith, Patrick
<1 yr
Stucker Jr., Gilles
8 yrs
Williams, Roderick
<1 yr
Gada, Ketan
9 yrs
Bleyer, Marc
7 yrs
Carney, Sharon
<1 yr
Rodgers, Anginetta
1 yrs
69. For each project manager who has left the agency since January 1, 2016, please list the length of his
or her employment with DMPED.
Name
Length of
Service
Buell, Catherine
3 yrs
Youmans, Lavar
2 yrs
Posey, Janice.
2 yrs
Bakhteiarov, Polina
4 yrs
Shaarwy, Sharif
<1 yr
Lee, William
2 yrs
Combal, Martine
8 yrs
George, Rodney
7 yrs
70. How many DMPED staff members work full time on real estate and land development?
26 staff
71. How many DMPED staff members work full time on business development or assistance?
11 staff
72. What achievements have come out of the Economic Intelligence initiative? What is planned for the
remainder of fiscal year 2017?
The Economic Intelligence (EI) initiative has been incredibly successful in not only assisting DMPED with
policymaking and operations, but also providing valuable service to cluster agencies, other government agencies,
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Deputy Mayor For Planning and Economic Development
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February 23, 2017
and the public. In addition, its efforts have been key to DMPED’s open and transparency goals, as it has helped
engage various residents and stakeholders.
EI launched a public version of the DMPED Economic Intelligence Dashboard online at
http://open.dc.gov/economic-intelligence/. It contains interactive economic data visualizations and is updated on a
weekly basis. The Economic Intelligence Dashboard is one of the first projects launched in partnership with
OCTO’s open source initiative. Through the Open Source tool GitHub, the team has been able to gather feedback
on the dashboard and underlying code from interested stakeholders.
EI added two additional sections to the dashboard, including a Ward Indicators Tool and a Chart of the Week. The
Ward Indicators Tool, available at http://open.dc.gov/econintel-wardtool/, tracks key projects and investments by
each Ward. It also provides high-level data, including population and employment metrics, as well as interactive
maps. The Chart of the Week tool, available at http://open.dc.gov/econintel-cotw/, provides additional insight and
visualizations of interesting data we come across.
The Economic Intelligence team has also been working to improve policymakers’ and public understanding of
affordable housing by creating an Affordable Housing Tracker, available here http://open.dc.gov/economicintelligence/affordable-production-preservation.html. The data can currently be found in on the online dashboard,
which has, for the first time, made project-level information on DC’s affordable housing production and
preservation efforts available to the public. It includes data on production and preservation rom DHCD, DMPED,
DCHFA, and DCHA.
DMPED launched the Economic Intelligence Roundtable series in 2015, in partnership with the DC Chamber of
Commerce. The Economic Intelligence Roundtables convene the DC government with the DC business
community, community and advocacy groups, academics, and data-savvy citizens to discuss issues and
opportunities in the economic data space. To date, there have been 5 roundtables, engaging over 250 stakeholders.
In February, the Roundtable was about international investment and data and in September 2016, the topic was
inclusive economic development metrics for the Economic Strategy and was co-hosted by the Urban Institute.
In the remainder of FY 2017, Economic Intelligence will work to publish a new Business Incentive Tool and a
public milestones tracker. EI will host two more Roundtables, in May and September, and will support DMPED’s
innoMAYtion efforts, including hosting a hackathon. Finally, the team will continue to work to release additional
data online and support cluster agencies in adding more open data.
73. In 2015, the Committee held an oversight roundtable on the economic strategy along the Anacostia
waterfront. At that hearing, Deputy Mayor Kenner committed to look into creating a position
within DMPED that would act like a “tsar” coordinating economic activity in this area of the city.
What is the status of this objective? Are there plans to hire someone, and if so, when?
Tracy Gabriel, Associate Director at the DC Office of Planning, was selected to serve as the District’s primary
planning and development liaison for the Anacostia Waterfront. Ms. Gabriel performs this role from the Office of
Planning and provides updates to the Deputy Mayor on key Anacostia Waterfront issues and opportunities. She
has formed an Anacostia Waterfront Interagency Working Group comprised of 13 agencies which meets on a bimonthly basis, has a direct role in Buzzard Point and Poplar Point planning, and is developing an Anacostia
Waterfront Initiative Progress Report.
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Deputy Mayor For Planning and Economic Development
Performance Oversight Questions
February 23, 2017
74. What steps are being taken to keep Skyland on track and what, if any, are the milestones for this?
Immediately after Walmart reneged on their agreement to build a store at the Skyland Town Center project
DMPED convened the developer and CFO’s office to determine how to keep the project moving forward. In
order to do so, DMPED worked with the OCFO to change the underwriting for the Tax Increment Funding (TIF)
to enable the developer to access gap funding but with reduced Residential and inline retail tax receipts. DMPED
renegotiated the Development Finance Agreement (DFA) that accompanied the TIF and submitted both to
Council in fall 2016. The new deal structure salvaged the Skyland project and pushing the new TIF through by
fall 2016 saved the $55MM in EB-5 funds, which the developer closed on in February 2017. With EB-5 now in
hand, the development team is posed to complete a funding round with HUD in summer 2017, followed shortly
thereafter by the issuance and closing of the TIF bonds, and concurrently groundbreaking on the Vertical
components. These milestones will occur in 2017.
75. Please provide the balance on October 1, 2016 and as of February 1, 2017 for each of DMPED’s
“O”-type revenue funds.
Other Special Purposes:
FY16 Beg Bal
10/1/2016
FY 217 YTD
2/1/2017
EB0
0602
Soccer Stadium Financing Fund
15,022,169
15,022,169
EB0
0609
Industrial Revenue Bond Program
2,683,783
2,683,783
EB0
0626
AWC Integration
0
0
EB0
0632
AWC & NCRC Development (Ed
Special Acct)
24,493,812
24,493,812
EB0
1011
Neighborhood Investment Fund
0
0
EB0
0419
H St Retail Priority Area Grant Fund
2,195,181
2,195,181
TOTAL
44,394,944
44,394,944
76. What data is tracked by the Project Pipeline Database?
DMPED uses the Project Pipeline Database as a repository for basic project management information about
properties within DMPED’s portfolio. It includes data fields on each project’s program (if known), like affordable
units by AMI level, and square footage by use type. It also includes fields for major milestone dates like
projected construction end and land disposition agreement execution date. Many fields within the PPD are made
public via our website to enable public viewers to track key dates and project details. PPD also includes
information about Industrial Revenue Bond (IRB) projects that have closed. IRB projects and DMPED projects
are available (updated weekly) via the DC Open Data Portal.
77. What data is tracked by the Business Development and Strategy Database?
DMPED’s Business Development unit maintains a database (Zoho) of businesses looking to relocate or expand
their existing business in the District. Currently the scope of the database is in transition and shifting to a more
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Deputy Mayor For Planning and Economic Development
Performance Oversight Questions
February 23, 2017
relational/contract management approach. We track our engagement with these businesses through emails, calls
and meetings.
Information includes:
·
# of jobs attracted and/or retained
·
# of initiatives launched and/or executed
·
# of business meetings held
·
Number of international visitors from targeted markets
·
Amount of FDI invested into the District
·
# of meetings held with top 5-10 employers in each sector
·
Number of visits to the BD website
·
# of speaking engagements/panel discussions participated in and/or conferences attended by BD
staff
·
# of businesses that visit the incentive database site
·
Number of businesses that use the DC China Center
78. (a) One of DMPED’s Agency Workload Measures is “Active business relocation/
expansion leads.” Please explain what information is included in this measure. Provide examples.
DMPED tracks leads of business interested in locating or expanding in DC, including the name, business type
(including whether it is a QHTC or grocery store, both of which have statutory incentives), contact, broker,
timeline, amount of space needed, and locations analyzing. In addition, when a potential prospect moves through
underwriting, we model and track expected tax revenue and District resident jobs. We receive leads through
various channels, including referrals from outside organizations, ongoing broker contacts, and proactively mining
Costar’s Lease Expiration data.
(b) How does DMPED track the effectiveness of these leads? Provide examples.
Given locational decisions hinge on numerous factors beyond DMPED’s control (such as cost, implications on
existing and future workforce, proximity to executives’ residence, etc.), DMPED considers effectiveness of this
program based on the degree to which it is able to engage priority employers and provide a competitive case for
locating in the District. Over time, we have seen more brokers consider the District and proactively reach out to
our team to understand opportunities. We consider this a measure of the success of our efforts and a testament to
the marketplace’s growing understanding that DC is now open for business.
79. Please explain the impact on your office by any legislation passed at the local or Federal level
during fiscal years 2015 and 2016 to date.
We are unaware of federal legislation that would impact DMPED’s daily operations. At the District level,
DMPED is aware of and working to correct a regulatory impediment which arose with the passage of B21-325 the
“Land Disposition Transparency and Clarification Amendment Act of 2016.” Please see question 36 for a
detailed explanation of the impact of the legislation.
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Deputy Mayor For Planning and Economic Development
Performance Oversight Questions
February 23, 2017
80. Please provide a status update on the following projects and include a timeline of future steps until
completion:
a. The soccer stadium project
DC United secured final Zoning Commission approval on the PUD on February 16, 2017 with a groundbreaking
on February 27, 2017. We expect to have the tax abatement approved by CFO by March 2017 and the stadium is
expected to be complete by summer 2018.
b. The WASA facility relocation related to the Forrest City project
The Project consists of the disposition of four parcels at The Yards to Forest City Washington for high-rise,
mixed-use development. The disposition requires the relocation of DC Water facilities that currently occupy the
waterfront site. The District is currently negotiating a funding agreement, expects to close on the second and final
relocation site this spring to allow DC Water to commence construction of its new facilities and relocate off the
parcels to be conveyed to Forest City Washington.
c. St. Elizabeths East Entertainment and Sports Arena
Construction of the Entertainment and Sports Arena (ESA) is scheduled to begin in early spring 2017 with
anticipated completion in fall 2018. Infrastructure improvements to support the ESA and other portions of the
campus began in November 2016 and are on track.
d. 965 Florida Avenue
The 965 Florida Avenue, NW, project received approval of its PUD in June 2016. The project is in
predevelopment and is expected to proceed to closing in late 2017 with construction commencing soon after.
e. Stevens School
Disposition Authority for Stevens School was extended in December 2016 through June 10, 2017. DMPED plans
to close on the School and Commercial Parcels prior to that date. Construction on the rehabilitation of the historic
school building will start within 60 days of Closing. The School is expected to open for the 2018-2019 school
year.
f. McMillan
FY17 Q1 Progress: The District (through DGS) selected Gilbane to fulfill the District's development obligations
related to McMillan. Groundbreaking on the stabilization and restoration work of the historic resources occurred
in December. The D.C. Court of Appeals vacated and remanded the entitlements and the cases will be reheard by
the Zoning Commission and the Mayor's Agent for Historic Preservation.
FY17 Q2 Planned Progress: The remanded cases will be heard before the Zoning Commission and the Mayor's
Agent for Historic Preservation in March. Stabilization work continues on the site. Following the receipt of final
orders related to the entitlements, we will commence land development and vertical development.
g. Sixth and E St., SW
Developer is currently in pre-development on the site, conducting due diligence activities and well as design and
financing activities. DMPED is currently in LDA amendment negotiations with Developer including details of
development program and financial arrangements. Closing expected in CY2017 Q4 with construction to
commence following the disposition.
h. The Strand Theater
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Deputy Mayor For Planning and Economic Development
Performance Oversight Questions
February 23, 2017
In fall 2016, Council approved an extension for the disposition of the site along with a Development Finance
Agreement (DFA). The project is currently going through the PUD process with the Zoning Commission. The
project will include the acquisition of two adjacent private parcels that will be combined into a mixed-use
development. The project is anticipated to include 86 units of affordable housing at 60% AMI and below with 28
of the units serving as public housing replacement units for families in Lincoln Heights/Richardson Dwellings.
The project is also expected to include approximately 9,000 square feet of retail space, a small business incubator,
and community space.
81. Please provide a status update on the WASA facility relocation.
The WASA facility relocation related to the Forest City project - The Project consists of the disposition of four
parcels at The Yards to Forest City Washington for high-rise, mixed-use development. The disposition requires
the relocation of DC Water facilities that currently occupy the waterfront site. District is currently negotiating a
funding agreement, expects to close on the second and final relocation site this spring to allow DC Water to
commence construction of its new facilities and relocate off the parcels to be conveyed to Forest City
Washington.
82. What is DMPED doing to promote workforce development? This question pertains to what
DMPED specifically is doing and not what is being done by agencies under the DMPED cluster,
such as the Department of Employment Services. However, your answer should include what
DMPED is doing to ensure that such agencies are achieving results.
One of DMPED's priorities is jobs for District residents and a strong workforce is recognized as a key element in
our upcoming Economic Strategy. While DMPED does not administer any workforce development programs, it
recognizes the critical intersections between workforce development to economic development. For example,
many major redevelopment projects, such as The Wharf, Skyland and DC United's Audi Field, fund workforce
intermediary programs to offer targeted training. DMPED also works to ensure all of its corporate attraction and
retention work includes training, apprentice, and/or hiring opportunities for DC residents. In addition, DMPED
works closely with DMGEO, DOES, and WIC to make sure its projects and programs are strategically aligned.
Where DMPED can provide guidance and assistance to improve workforce development in the District, we will
continue to work with DMGEO, DOES and WIC to do so.
Finally, DMPED will continue to support workforce development programs within its cluster agencies such as
OCTFME's innovative partnership with DOES on the The Creative Economy Career Access Program (CECAP).
83. The Committee has received complaints about government properties not being maintained, some
of which are falling into ruin. Please elaborate in detail what DMPED is doing to ensure a state of
good repair and rapid turnover of its properties.
DGS is responsible for the day to day management and repairs for all the properties in the DMPED portfolio.
DMPED properties with physical improvements, which could or should be preserved, are already prioritized for
disposition. We invest in stabilization of vulnerable properties and include specific requirements in our
dispositions to ensure private parties take on necessary responsibilities to keep properties in good repair.
For example, DMPED has worked closely with DGS over the past year to stabilize the Grimke School. Some of
the measures we’ve taken include shutting off the water, securing windows, rat abatement and fencing the parking
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Deputy Mayor For Planning and Economic Development
Performance Oversight Questions
February 23, 2017
area. DMPED has also invested funds to stabilize the Franklin School and coordinated with DGS to secure and
maintain the Eastern Branch Boys and Girls Club.
(a) What is DMPED doing to improve the Certified Business Enterprise (CBE) program?
With the creation of the Deputy Mayor for Greater Economic Opportunity two years ago, the responsibility for
the CBE program shifted, as DSLBD now under DMGEO. DMPED recognizes that there are key interactions
between its work and the work of DSLBD, so works closely with those agencies to make sure its projects and
programs are strategically aligned. Where DMPED can provide guidance and assistance to improve the program,
we will continue to work with DSLBD to find ways to improve it.
(b) What should the CBE program look like?
With the creation of the Deputy Mayor for Greater Economic Opportunity two years ago, the responsibility for
the CBE program shifted, as DSLBD now under DMGEO. DMPED recognizes that there are key interactions
between its work and the work of DSLBD, so works closely with those agencies to make sure its projects and
programs are strategically aligned. Where DMPED can provide guidance and assistance to improve the program,
we will continue to work with DSLBD to find ways to improve it.
51